PMP Notes Rajesh Thallam v1.0

Series
Course Title
Managing Projects within Organizations
Project Management Essentials (PMBOK Guide - Fourth Editionaligned)
Project Management Fundamentals

Project Management Process Groups
Integrated Initiation and Planning
Project Integration Management

(PMBOK Guide - Fourth Editionaligned)
Integrated Project Execution, Monitoring, and Control

Integrated Project Change Control and Close
Project Requirements and Defining Scope
Project Scope Management

Create Work Breakdown Structure

Monitoring and Controlling Project Scope
Defining and Sequencing Project Activities
Project Time Management (PMBOK

Estimating Activity Resources and Durations
Guide - Fourth Edition-aligned)
Developing and Controlling the Project Schedule
Project Cost Management (PMBOK
Estimating and Budgeting Project Costs

Controlling Costs
Project Quality Management

Project Quality Planning
Project Human Resource

Management (PMBOK Guide Fourth Edition-aligned)
Planning Project Human Resources
Project Communications
Management (PMBOK Guide Fourth Edition-aligned)
Stakeholders and the Communication Management Plan
Quality Assurance and Quality Control
Managing Project Human Resources
Processes for Managing Project Communications

Risk Management Planning
Project Risk Management (PMBOK

Performing Risk Analysis

Risk Response, Monitor, and Control
Identifying Project Risks
Project Procurement Management

Code of Ethics and Professional
Conduct (PMI Standard-aligned)
Planning Project Procurement

Managing Procurements
The Role of Ethics in Project Management
Core PMI Values and Ethical Standards
Project Human Resources Management
Other Learning Assets : Skill

Simulations
Project Communications Management

Test Prep Project Management Professional (PMP)
PMBOK Guide Fourth Edition Aligned
SkillSoft Course#
Estimated Duration PMI Course ID
PMI
START DATE
PDU
proj_05_a01_bs_enus
2.0
PR5A01
2.0 COMPLETED
15-Dec-11
proj_05_a02_bs_enus
1.5
PR5A02
1.5 COMPLETED
4-Jan-12
proj_05_a03_bs_enus
2.0
PR5A03
2.0 COMPLETED
16-Jan-12
proj_06_a01_bs_enus
2.0
PR6A01
2.0 COMPLETED
18-Jan-12
proj_06_a02_bs_enus
1.5
PR6A02
1.5 COMPLETED
22-Jan-12
proj_06_a03_bs_enus
1.0
PR6A03
1.0 COMPLETED
23-Jan-12
proj_07_a01_bs_enus
2.0
PR7A01
2.0 COMPLETED
24-Jan-12
proj_07_a02_bs_enus
1.5
PR7A02
1.5 COMPLETED
25-Jan-12
proj_07_a03_bs_enus
1.5
PR7A03
1.5 COMPLETED
26-Jan-12
proj_08_a01_bs_enus
2.0
PR8A01
2.0 COMPLETED
28-Jan-12
proj_08_a02_bs_enus
2.0
PR8A02
2.0 COMPLETED
28-Jan-12
proj_08_a03_bs_enus
2.0
PR8A03
2.0 COMPLETED
30-Jan-12
proj_09_a01_bs_enus
2.0
PR9A01
2.0 COMPLETED
4-Feb-12
proj_09_a02_bs_enus
1.5
PR9A02
1.5 COMPLETED
4-Feb-12
proj_10_a01_bs_enus
2.0
PR10A01
2.0 COMPLETED
12-Feb-12
proj_10_a02_bs_enus
2.0
PR10A02
2.0 COMPLETED
13-Feb-12
proj_11_a01_bs_enus
2.0
PR11A01
2.0 COMPLETED
20-Feb-12
proj_11_a02_bs_enus
2.0
PR11A02
2.0 COMPLETED
4-Mar-12
proj_12_a01_bs_enus
2.0
PR12A01
2.0 COMPLETED
10-Mar-12
proj_12_a02_bs_enus
2.0
PR12A02
2.0 COMPLETED
18-Mar-12
proj_13_a01_bs_enus
1.5
PR13A01
1.5 COMPLETED
18-Mar-12
proj_13_a02_bs_enus
2.0
PR13A02
2.0
proj_13_a03_bs_enus
2.0
PR13A03
2.0
proj_13_a04_bs_enus
2.0
PR13A04
2.0
proj_14_a01_bs_enus
2.0
PR14A01
2.0
proj_14_a02_bs_enus
2.0
PR14A02
2.0
proj_15_a01_bs_enus
1.5
PR14A01
1.5
proj_15_a02_bs_enus
2.0
PR15A02
2.0
PROJ011A
PROJ012A
pm_proj_a01_tp_enus
Prepared By: Rajesh Thallam

Prepared On: Dec 14th, 2012
Version No.: 1.0

For any suggestions to improve this notes, please email to rajesh.thallam@gmail.com
Please read "HOW TO USE THIS NOTES" tab before you continue
Version # Changed By
1.0 Rajesh Thallam
esh Thallam
c 14th, 2012
1.0
s to improve this notes, please email to rajesh.thallam@gmail.com
ease read "HOW TO USE THIS NOTES" tab before you continue
Change Details
Initial version
There are multiple spelling mistakes in the notes. This will be fixed in next version of notes
READ QUESTIO
OPTIONS CARE
TWICE!!
UESTIONS &
CAREFULLY!
WICE!!
HOW TO USE THIS NOTES?

1. Before using this notes, please read PMBOK or Rita's or any book to get fair idea
2. Before attempting final exam or any mock test, you can use this test for revision
3. In Table of Contents tab, on the left, you will see PMBOK Pg43 which is the main area of th
take you to details on that process which explains KEY CONCEPTS, INPUTS, TOOLS & TECHNI
4. On each process, there is a HOME button which will bring you back to this page
5. ITTO Consolidated sheet represents ITTO's of all processes in Excel format. This will help y
which processes use variance analysis or which processes have output as Work Performance
6. I have referred couple of websites to clear my doubts on confused topics whoch are listed
7. Following topics are "not" covered
* Process management framework and types of organization
* Ethics and responsibility
* Interpersonal Skills (Appendix G in PMBOK)
8. Suggested to read PMBOK or this notes Process Group wise in sequence as well as Knowle
SOURCES
1. PMBOK 4th Ed
2. Rita - PMP Exam Prep
3. Andy Crowe - How to pass PMP in First Try
4. Kim Heldman - Book in PMI reads
5. Christopher Scordo - Mock Tests
6. Some topics are copied from Rajesh Nair Notes on PMZilla.com
any book to get fair idea

use this test for revision
Pg43 which is the main area of this notes. If you click on any process it will
NCEPTS, INPUTS, TOOLS & TECHNIQUES and OUTPUTS
g you back to this page
es in Excel format. This will help you to analyze. If you want to ask question like
have output as Work Performance Measurements etc.
confused topics whoch are listed in separate tab.
tion
se in sequence as well as Knowledge Area wise in sequence
a.com
Process Group
(5)
Initiating (2)
Planning (20)
Knowledge Area (9)
.1 Develop Project Charter
.1 Develop Project Management Plan
Project Integration Management (6)
.2 Collect Requirements
Project Scope Management (5)
.3 Define Scope
.4 Create WBS
.5 Define Activities
Project Time Management (6)
Project Cost Management (3)

Project Quality Management (3)
.6 Sequence Activities
.7 Estimate Activity Resources
.8 Estimate Activity Durations
.9 Develop Schedule
.10 Estimate Costs
.11 Determine Budget
.12 Plan Quality
.13 Develop Human Resource Plan
Project Human Resource Management (4)
.2 Identify Stakeholders
.14 Plan communications
Project Communication Management (5)
Project Risk Management (6)
.15 Plan Risk Management

.16 Identify Risks
.17 Plan Qualitative Risk Analysis
.18 Plan Quanitative Risk Analysis
.19 Plan Risk Responses
Project Procurement
Management (4)
.20 Plan Procurements
Executing (8)
Monitoring & Controlling (10)
Closing (2)
.1 Direct & Manage Project Execution

.1 Close Project or Phase
.1 Monitor & Control Project Work
.2 Perform Integrated Change Control
.3 Verify Scope
.4 Control Scope
.5 Control Schedule
.6 Control Costs
.2 Perform Quality Assurance
.7 Perform Quality Control
.3
.4
.5
.6
.8 Report Performance
Acquire Project Team

Develop Project Team
Manage Project Team
Distribute Information
.7 Manage Stakeholders Expectations

.9 Monitor & Control Risks
.8 Conduct procurements
.10 Administer Procurements
.2 Close procurements
Important
Project & Process framework
There is not much detail about this topic in this notes.

Please refer Rita's or PMBOK. Will update shortly
Professional Responsibility Not covered

ITTO Consolidated
Topics Usually Confused
Mock Up Exam Details
Excel formatted ITTO for easy navigation
HOME
Project Management Essentials

Portfolios, programs, projects and sub-projects
Project
- an endeavour to deliver a unique product or service
and are meant to meet strategic goals
- temporary duration
- undergoes progressive eloboration
- driven by market demands, customer requests, org
requirements or legal changes
Operations/Ongoing work
- Work that is repetitive and does not have a clearly
delineated beginning and end. This type of work supports
ongoing activity and is usually managed within organizational
functions. Its purpose is to enable an organization to continue
operating
- repetitive, required for thrive in business smoothly
e.g. writing expense reports every month, preparing metrics
reports, performance appraisals
If youre building cars on an assembly line, thats a process.
If youre designing and building a prototype of a specific car
model, thats a project
Responsibility of project manager
- to meet the objects
- update the project plans with changes
- balance changing demands of project, budgets, scope,
schedule and quality
- balance stakeholders expectations
Stakeholder categories
Sponsor
Typically, a senior executive of the organization or a
management group for which a project is carried out. The
sponsor provides financial resources and is the primary risk
taker within the project.
Customer
The person or organization that purchases or uses the
product or service that results from a project.
Organizational influencers
Organizational culture
The unique nuances of how business is conducted and ways
that the organization operates. The shared values, norms,
beliefs, expectations, policies, procedures, and views of
authority that members of an organization have all make up
the organizational culture. How employees' view authority
impacts communication between the team and the project
manager.
Functional Organizational structure

- org is grouped by areas of specialization within different
functional areas. Authority is with functional managers.
- Advantages - defined roles, simple reporting structures,
cohesive teams
- Disadvantages - lack of communication and colloboration
between functions, slow decision making due to sharing of
mgmt role b/w project mngrs and functional mgrs, high level
of bureaucracy, competetion of resources, limited project
scope
Project Life Cycle
Stage
Cost and staffing Uncertainty Cost of changes
1. Starting the project
Low
High
Low
2. Organizing and preparing Increases
Decreases
Increases
3. Carrying out the work
Peaks
Decreases
Increases
4. Closing the project
Decreases
Low
High
Product Life Cycle
Product life cycle stages
1.product inception and development
2.product introduction
3.product growth
4.product maturity
5.product decline
Project Management Essentials

Portfolios, programs, projects and sub-projects
Portfolio
A collection of lower-level portfolios, programs, projects, and
ongoing work. The work is grouped to facilitate centralized
and effective management, aimed at meeting strategic
objectives. The projects and other work types in the portfolio
may not be directly related.
Program
A group of related projects and operational work. It is
managed in a coordinated way to achieve benefits and a
level of control not possible when managing the work
components individually.
Competencies
Knowledge based comptency - knowledge on PM areas like
integration, procurement, cost, scope, time, quality, risk,
human resources, communication
Performance based competency - comes with experience and
set of skills to manage project
Personality based competency - leadership, ability to get
things done, negotiation and persuasion skills
Stakeholder categories
Vendors
External organizations that supply goods or services required
by a project. Vendors, also known as sellers, are typically
suppliers or contractors that provide material or services for
the company. Business partners have a special relationship
with the organization, often acquired through a certification
process.
Hidden Stakeholders
that may not be immediately apparent. Examples are
stakeholders in the physical, cultural, or political
environment; future generations; and members of the
organization not directly involved in the project but affected
by the organization's structure and culture.
Organizational influencers
Organizational structure
How positions and departments are defined, and what the
reporting structure is in an organization. An organization may
use a functional, projectized, or matrix structure. A matrix
structure blends functional and projectized organizations. For
example, a company could create a dedicated project team
comprised of members from each functional department. The
project manager is responsible for the team and its work and
has control of project resources.
Projectized Organizational structure

- entire company is organised by projects. The PM has control
of projects. Perssonal are assinged and report to a PM. Team
members only complete the project work and when the
project is over, they do not have a department to go back to.
- Advantages - freq. collaboration, rapid decision making via
single authority, increased organizational focus
- Disadvantages - employees working on many projects at a
time, idle time, relocating employes after proj is completed
Project Life Cycle
rtainty Cost of changes
Low
reases
Increases
ses
Increases
High
Product Life Cycle
ojects
Sub-project
Smaller portions of an overall project, created to enable
easier management. Sub-projects may be called projects, but
they're really smaller parts of a whole.
- A project may or may not be part of A program, but A

program will always have projects.
- Portfolios are organized around business goals and
Programs are organized around A shared benefit in
managing them together.
Project team
The people responsible for conducting a project. The project
manager is the person who is authorized to manage a
project. Project team members are the people who perform
the work of a project.
Organizational process assets

Project-related documents or data from previous work that
can be used to improve the current project or facilitate
project management. They include the plans, policies,
procedures, and guidelines that may influence a project's
success. They also include knowledge assets. Plans,
templates, policies, and "lessons learned" databases can help
the project manager complete tasks quickly and improve
quality by avoiding mistakes made in the past
Matrix Organizational structure

- Team member reports to two bosses, the Project Mgr and
the Functional Mgr
- Share responsibility and authority between the two.
- As compared to functional org, there would be improved
Proj Mgr control over the resources and better horizontal &
vertical dissemination of information.
- Project life cycle can exist independent of product life cycle

- Project life cycle can run concurrently with product life cycle
or form part of product life cycle
- A single product life cycle can consist of many multiple
Project life cycle
- A product life cycle can completed during A single-phase
Project
Develop Project Charter

(Initiating)
INPUTS.1 Project Statement of Work.2TOOLS
Business
& TECHNIQUES.1
Case.3 Contract.4
Expert
Enterprise
Judgment
OUTPUTS.1
Environmental
Project
Factors.5
CharterOrganizational Process Assets
HOME
KEY ASPECTS
* Involves developing a document that formally authorizes a project or phase and documenting initial
requirements that satisfy stakeholders needs and expectations
* Approved project charter formally initiates the project
* PM is assigned as early in the project, preferably while project charter is being developed and prior to start of
planning
* Recommended - PM to participate in the development of project charter as it provides PM authority to apply
resources to project activities
* Projects are authorized by external to project such as sponsor, PMO, portfolio steering committee
* Project sponsor is responsible for creating project charter and sponsor funds the project
* Project initiator or sponsor will either create the project charter or delegate to PM. The initiator's signature on
the charter authorizes the project. This triggers the creation of needs analysis, business case or situation that
the project will address
* Involves meeting with stakeholders, define high level objectives, constraints, assumptions and risks to assess
feasibility of project within the given constraints
* Project Charter does NOT NEED to change as the project progresses. Any change into project charter should
raise question whether it should continue?
INPUTS
.1 Project Statement of Work
* SoW is description of products or services to be delivered by the project. It references business need
(market demand, tech advance, legal), product description (characteristics of product or service to be
delivered), strategic plan (org strategic goals)
* Internal projects - SoW is prepared by project sponsor/initiator
* External projects - SoW is received from customer/buyer in the form of request for proposal (RFP), request
for information (RFI) or as part of contract
.2 Business Case
* A document that provides details on why project is worth the required investment
* Includes cost-benefit analysis to justify the project
* For external projects, requesting organization/customer/buyer will write the business case
* PM should know why the project was selected and project selections are "not" done by PM.
Refer Project Selection methods
Project Selection
.3 Contract
* When the work is done for external org, contract would be input for seller to write project charter with a
view to increase revenue or gain additional work from buyer
.4 Enterprise Environmental Factors
* Factors influencing during development of project charter - govt or industry standards, org infrastructure,
TOOLS
& TECHNIQUES
market conditions
.1
Judgment
.5 Expert
Organizational
Process Assets
* Assess
the inputs
used to
develop project
charter
ontemplates;
technical and
management
details
duringdatabase
the process
Org standards,
policies,
procedures;
project
charter
historical
info; lessons
learned
OUTPUTS
.1 Project Charter
Input for ---> Develop Project Management Plan;; Collect Requirements;; Define Scope;; Identify
Stakeholders;;
* Project Title/Description
* Project Manager Assigned & Authority Level (who is given authority to lead the project and can PM
determine, manage, and approve changes to budget, schedule, staffing)
* Business Case (why this project is being done? With Justification)
* Resources pre-assigned (How many or which resources will be provided)
* Stakeholders (who will affect or affected by the project)
* Stakeholder requirements (req. related to product/project scope)
* Product description/deliverables (end results)
* Measurable project objectives (summary milestone/summary budget)
* Project Approval Requirements (acceptance criteria for project success and who decides success and who
signs off the project)
* High Level project risks
* Name and Signature of the sponsors authorizing the project
PROJECT SELECTION METHODS
* PM is typically "not" involved in project selection. But the process used by company to select the project will
influence how PM will plan and manage the project
* Two categories of project selection methods 1. Benefit Measurement Methods (Comparative Approach/ Decision Models) - Murder board, peer review,
economic models, scoring methods
2. Constrained Optimization Methods (Mathematical Methods/Calculation Approach) - Linear programming,
non-linear programming, dynamic programming, multi-objective programming
* Economic Models
* Present Value (PV) - A dollar today is worth more than a dollar tomorrow. e.g. If project is expected to
produce $300K in three yrs then the PV is going to be less than $300K. Reason is you wont get your $300K until
3rd yr but if put $300K in bank today and after 3 yrs you would end up more than $300K. Bigger PV makes
project attractive
PV = FV / (1 + r)n
FV= future value, r = interest rate, n = # of time periods
* Net Present Value (NPV) - Same as PV except that costs also factor in. E.g. If you constructed building
with PV $500K and total cost was $350K then NPV is $500K - $350K = $150K. Bigger NPV makes project
attractive
* Internal Rate of Return (IRR) - Bigger IRR is better
* Payback period - Duration of time it takes for the organization to recover investment in the project before
accumulating profit. Shorter payback period is better
* Benefit Cost Ratio (BCR) - BCR > 1 -- benefits (revenue) are greater than costs. BCR < 1 -- costs are
greater than benefits. BCR = 1 -- costs and benefits are same. Revenue or benefits is not same as profit.
* Economic Value Added (EVA) - EVA looks at how much value project has truly created for stakeholders looks at net profits as well as opportunity costs. E.g. XYZ company invests $175K and returned net profit of
$10K but if same amount was banked with 6% return it would have earned $10.5K so it would have been better
to invest in the bank rather than the project
* Opportunity Cost - What is the cost of the other opportunities we missed by investing our money in this
project? Lesser the better
* Return on Investment (ROI) - Return you make by investing in something (benefit -cost)/ cost. Bigger is
better
* Return on Invested Capital (ROIC) - Net Income (after tax) from Project / Total Capital Invested in the
Project.
Develop Project Management Plan

Direct &
HOME
(Planning)
(
INPUTS.1 Project Charter.2 Outputs from
TOOLS
planning
& TECHNIQUES.1
processes.3 Enterprise
Expert Judgment
Environmental
OUTPUTS.1 Project
Factors.4
Management
Organizational
Plan INPUTS.1
Process Assets
Project Management Plan.2 Approved Cha
HOME
KEY ASPECTS
* Process of documenting the actions necessary to define, prepare, integrate and coordinate all subsidiary plans
* Proj Mgmt Plan (PMP) defines how project is executed, monitored and controlled, and closed. It varies
depending on the application area and complexity of the project.
* PMP is developed through a series of integrated processes until project closure. This results in a
PMP that is progressively elaborated by updates and controlled and approved through the Perform
Integrated Change Control process
* It would be approved by * The Project Manager, * The Project Sponsor, * The Functional Manager
who are providing resources for the project. (for the exam we will do much better to think of the Project
Management Plan as always being DETAILED).
* Exam: If the exam asks what to do when a project deviates significantly from established baselines, the
correct answer is likely the one about reviewing the projects risk mgmt process. Deviations from baselines are
often due to incomplete identification of risks and risk management.
* Configuration Management System and Change Control System are part of PMIS i.e. enterprise
environmental factors
* What to do when you encounter a change.
* You always begin dealing with change by consulting the project management plan.
* The work authorization system is a part of your companys Enterprise Environmental Factors, and its
generally part of any change control system
KEY ASPECTS
* Process of performing the work defined in the pro
* Activities include
* Create project deliverables
* Staff, train and manage team members
* Obtain, manage and use resources (materials,
* Implement planned methods and standards
* Establish and manage communication channel
* Generate project data such as cost, schedule, t
* Issue change requests and adapt approved cha
* Manage risks and implement risk responses ac
* Manage sellers/vendors/suppliers
* Collect and document lessons learned and imp
* Work performance information
* Anothe important output from this process apa
* This information is about completion status of
* This info is fed into performance reporting proc
* This will also be used as input to monitoring an
* This process also requires implementation of app
* Corrective Action: Executing the work to bring
* Preventive Action: Perform an activity that can
* Defect Repair: Defect in project component wit
* Any information (Schedule/Milestones/Cost/Qualit
be considered Work Performance Information.
INPUTS
.1 Project Charter
Input from ---> Develop Project Charter
.2 Outputs from planning processes
* PMP has management plan from every knowledge plan and also following plans
Requirement Management Plan: How to identify, analyze and document the requirements and how req.
will be managed and controlled throughout the project
Change Management Plan: How changes will be managed and controlled, change control procedures,
approval levels for authorizing changes, creation of change control board, org tools to track the changes
Configuration Management Plan: Defines how to manage changes to deliverables and resulting
documentation (version of scope, cost, schedule components) and org tools to used for this effort
Process Improvement Plan: Identify existing processes and may create or improve some processes
* Govt or industry standards, PMIS, org structure and culture, infrastructure, personnel admin (hire/fire/perf
reviews)
.4 Organizational Process Assets
* Standardized guidelines, work instructions, PMP template, change control procedures, project files past
projects
TOOLS & TECHNIQUES
.1 Expert Judgment
* Improve current processes to project needs, develop tech/mgmt details, determine resource and skill
levels, level of configuration mgmt, project documents subjected to formal change control process
INPUTS
.1 Project Management Plan
Input from ---> Develop Project Manageme
.2 Approved Change Requests
Input from ---> Perform Integrated Change
* Perform Integrated Change Control process upd
* Approved change requests are the documented
can also modify policies, procedures, costs/budgets
* Approved change requests are scheduled for im
* They may require implementing preventive or
* Org structure, infrastructure, personnel admini
suite such as scheduling softeware tool, configurati
distribution system, web interfaces to other online
* Standardized guidelines and work instructions
* Communication requirements
* Issue and defect management procedures and
* Process measurement database
TOOLS
& TECHNIQUES
* Project
files from previous projects
.1 Expert Judgment
* Expertise is provided PM and project managem
* Additional expertise like consultants, stakehold
.2 Project Management Information Systems
* It can include both manual and automated syst
the Develop Project Management Plan Process
OUTPUTS
Input for ---> All Executing, Monitoring & Controlling and Closing process groups
* PMP is consolidation of subsidiary management plans and baselines from planning processes
* PMP contains scope, cost, schedule baselines. Scope baseline is Proj scope stmt + WBS + WBS
Dictionary
Together these baselines are called Performance Measurement Baseline which are part of PMP and
used for keeping track of them as they change.
* Once a project management plan is baselined, it may only be changed when a change request is generated
and approved through Perform Integrated Change Control process
* Performance measurement baseline in PMP is used for eanred value measurements
* The SCOPE mgmt plan, the SCHEDULE mgmt plan, the COST mgmt plan, the CHANGE mgmt plan, and the
CONFIGURATION mgmt plan are created right here.
OUTPUTS
.1 Deliverables
* Approved deliverable is any unique and verifiab
must be produced to complete a process/phase/pro
.2 Work Performance Information
* Deliverable status, schedule progress, costs inc
* Your job is to direct the work, but you need to d
of how well your team performed and thats what t
.3 Change Requests
* Requests for a change can be inter/external, di
* These can include corrective actions, preventiv
controlled documents)
.4 Project Management Plan Updates
.5 Project Document Updates
* Updates to requirement documents, stakeholde
Direct & Manage Execution

Monitor & Control Project Work
HOME
(Executing)
(Monitoring & Controlling)
TOOLS & TECHNIQUES.1 Expert Judgment.2
OUTPUTS.1
Project
Deliverables.2
ManagementWork
Information
Performance
INPUTS.1
System
Information.3
Project Management
Change Requests.4
Plan.2 Performance
TOOLS
Project
& TECHNIQUES.1
Management
Reports.3 Enterprise
Expert
Plan Updates.5
Judgment
Environmental
Project Do
Fa
e work defined in the project management plan to achieve project objectives
ables
ge team members
use resources (materials, tools, facilities)
ethods and standards
communication channels
such as cost, schedule, technical and quality progress
s and adapt approved changes
lement risk responses activities
rs/suppliers
lessons learned and implement approved process improvement activities
mation
put from this process apart from deliverables
out completion status of the deliverables and what has been accomplished.
rformance reporting process.
as input to monitoring and controlling process
s implementation of approved changes covering
cuting the work to bring expected future performance in line with the plan
form an activity that can reduce probability of negative risks
in project component with a recommendation to repair or replace the component
le/Milestones/Cost/Quality/Etc) related to the deliverables being produced here could
mance Information.
KEY ASPECTS
* Process of tracking, reviewing and regulating progress to meet the peformance objectiv
* Monitoring is performed throughout the project which includes collecting, measuring an
performance information and assessing measurements and trends to effect prcoess impr
* Control includes determining corrective or preventive actions or replanning and followin
determine if actions taken resolved the performance review
* Compare actual performance against PMP
* Assess performance and recommend corrective/preventive actions
* Identify, track new risks and monitor existing risks
* Provide info to support project status, reporting
* Providing forecasts to update current cost and schedule info
* Monitoring implementation of approved changes as they occur
Plan
lop Project Management Plan
quests
rm Integrated Change Control
ange Control process updates change request status as approved or rejected
uests are the documented, authorized changes to expand or reduce the scope. They
rocedures, costs/budgets, revise schedules
uests are scheduled for implementation by project team
lementing preventive or corrective actions
ental Factors
ucture, personnel administration, stakeholder risk tolerances, PMIS (Automated tool
ofteware tool, configuration management system, information collection and
nterfaces to other online automated systems)
ss Assets
es and work instructions
rements
agement procedures and databases
database
ious projects
PM and project management team using specialized knowledge/training

ke consultants, stakeholders, professional and technical associations
Information Systems (PMIS)
anual and automated systems used together, integrate and disseminate the outputs of
gement Plan Process
INPUTS
Input from ---> Develop Project Management Plan
.2 Performance Reports
Input from ---> Report Performance
* Performance reports include current status, milestones/major accomplishments, fore
activities
* Govt or industry standards, company work authorization system, stakeholder risk tol
* Organization communication requirements
* Financial procedures (time reporting, expenditure and disimbursements)
* Issue and defect management procedures
* Risk control procedures (risk categories, probability definition and impact, probabaili
* Process measurement database
* Lessons learned database
TOOLS & TECHNIQUES

.1 Expert Judgment
* Project management team provides expertise to interpret information provided by m
processes
* PM, along with team, determines actions to ensure performance is inline with expect
is any unique and verifiable product, result or capability to perform a service that
plete a process/phase/project
nformation
hedule progress, costs incurred
e work, but you need to do more than deliver the results. You also need to keep track
formed and thats what the work performance information output is about
e can be inter/external, direct/indirect, optional/legally mandated

rective actions, preventive actions, defect repairs and updates (changes to fomally
Plan Updates
pdates
nt documents, stakeholder register, risk register, project logs (assumption/issues etc.)
OUTPUTS
.1 Change Requests
* Management Plans - Schedule, Cost, Scope, Quality
* Baselines - Scope, Schedule, Cost Performance
* Forecasts, performance reports, issue log
ect Work
olling)
Perform Integrated Change Control

OUTPUTS.1 Change Requests.2 ProjectINPUTS.1
Management
Project
Plan
Management
Updates.3 Project
Plan.2 Work
TOOLS
Document
Performance
& TECHNIQUES.1
UpdatesInformation.3
Expert Judgment.2
Change
OUTPUTS.1
Requests.4
Change
Change
Control
Organizational
Request
Meetings
Status
Process
Update.2
Assets.5
Projec
Ente
t the peformance objectives defined in PMP

collecting, measuring an distributing
ds to effect prcoess improvements
or replanning and following upon action plans to
actions
o
cur
HOME
KEY ASPECTS
* Process of reviewing all change requests, approving changes and managing changes to deliverables, org
process assets, project documents and project management plan
* Conducted from project inception to completion
* PMP, scope statement, other deliverables are maintained by carefully managing changes (approving/rejecting)
thereby only approved changes are incorporated into the revised baseline
* Influencing factors that bypass integrated change control so that only approved changes are implemented
* Reviewing, analyzing, approving change requests promptly
* Managing the approved changes
* Maintain integrity of baselines by releasing only approved changes
* Review, approve, deny recommended corrective and preventive actions
* Coordinating changes across the project
* Documenting complete impact of change requests
* Corrective and Preventive Actions do not normally effect the Project Baselines, only the performance against
the baselines.
* Project Manager is given authority to approve certain types of change requests. Whenever required, Change
Control Board is responsible for reviewing changes and change requests and its level of authority should be
spelled out in the Project Management Plan.
* Perform Integrated Change Control is primarily focused on MANAGING CHANGE to the project's SCOPE
Monitor and Control Project Work is primarily focused on MANAGING THE WAY that SCOPE is EXECUTED
Direct and Manage Project Execution implements approved Change Requests
* Exam: A functional manager wants to make a change to the project, what is the first thing a PM should do?
1. evaluate the impact - considering all the project constraints
2. create options - are created based on crashing, fast tracking, reestimating..etc
3. get change request approved internally
4. get customer buy-in (if required)
INPUTS
* Contains subsidiary plans and the baselines against which actual will be compared (i.e. planned deliverable
date deviates from actual, a change request need to be submitted and approved and may lead to updated plan)
or accomplishments, forecast, issues, scheduled .2 Work Performance Information
Input from ---> Direct & Manage Project Execution
* Project deliverable status/schedule progress/cost-to-date and when they are deviated from planned, PM
stem, stakeholder risk tolerances, PMIS
should take corrective action
.3 Change Requests
Input from ---> Verify Scope;; Control Scope;; Control Costs;; Control Schedule;; Perform Quality
bursements)
Assurance;; Perform Quality Control;; Manage Team;; Monitor & Control Risks;; Administer
Procurements;; Manage Stakeholder Expectations;; Report Performance;; Plan Procurements;;
on and impact, probabaility and impact matrix)
Conduct Procurements;; Direct and Manage Project Execution;; Monitor & Control Project Work
* Direct and manage project execution - Project team find an efficient way to implement tasks and so
recommend changes
* Manage and control project work process - Corrective action after analyzing work performance information.
Any control processes that may lead to change in quality/cost/time/scope
TOOLS
TECHNIQUES
* PMIS&E.g.
Scheduling tool - Monitor status schedule > identify changes > analyze alternative actions >
.1
Expert
Judgment
Apply
schedule
changes > Communicate changes to all stakeholders
formation provided by monitor and control
In addition to project
team's expertise, stakeholders may be asked to provide expertise and sit on Change
.5 *Organizational
Assets
Control
Board
* Configuration
Mgmt Knowledge Base - Contains versions and baselines of company
ance is inline with expectations
.2
Change control meetings
policies/procedures/project
docs that may influence how a change will be handled in current project
* Change control board
reviews
change
requests
andbe
gives
project manager level of authority (high/low) to
procedures
- How
a change
should
reviewed/assessed?
approve
change
* Project
files -requests
baseline info for cost/time/scope/quality/risk registers/risk response plans etc.
* Roles & responsibilities of CCB is clearly defined and agreed upon by all stakeholders
* All CCB decisions are documented and communicated to stakeholders for info and follow up
* Control board approves/rejects/on hold changes depending on feasibility of scope and impact to the scope
* Feasible - When project baseline can be adjusted without affecting projects performance beyond
tolerable levels
* Within Scope - If change request does not impact project performance baselines
OUTPUTS
.1 Change Request Status Update
* If Change request is not feasible
* Reject the change request and ask for additional info
* Update change control log, change request status
* Change request is feasible and within scope
* Update change control log, change request status, subsidiary plan
* Change request is feasible and out of scope
* Update change control log, change request status, project documents, forecast, performance baselines
* Change request status - Approved/Rejected/Pending - will be updated in change request log and approved
CRs are implemented during Direct & Manage Projet Execution process
* When change effects scope of a project, PM Plan must updated to reflect the changes in performance
baseline and subsidiary plans
e.g. Cost overrun due to supplier change will require changes to budget plan and procurement plan
* Changes to baseline should show only changes from current time forward. Past performance may not be
changed to protect integrity of baselines
.3 Project Document Update
* Documents that are affected by change control system such as change request log
Involves
Review,
Approve
and Manage changes
to project
deliverables,
and processes
e.g. Change
control
log (approved/rejected)
or Change
to project
scope mustplans
be documented
in forecast
How
plans changes be implemented? (Principles of change control process)
* Prevent the root cause for changes
* Identify method to identify changes early
* Daily status from team
* Meeting with customer or stakeholder
* Online sources for environmental, technical or legal changes
* Look at impact of the change
* Change control logs or issue logs
* Create a change request
* Perform Integrated Change Control
i. Asess the impact
* Understand what led to change - customer demand, legislation change or technical defect so on
* Impact of change - Scope, cost, schedule and quality
* Should change go ahead? Benefits increase or decrease for project completion?
ii. Create options - are created based on crashing, fast tracking, reestimating..etc
iii. Get change request approved internally
* Emergency procedures to be in place for approving change requests faster when necessary
iv. Get customer buy-in (if required)
* Adjust the Proj Mgmt Plan, proj doc, baseline
* When an existing PM process is impacted then updates are need for that PM process that means additional
passes through planning and executing processes
* Always for look for alternative solution not impacting baseline (if change request deviates from initial
scope, then CR can be rejected)
* Communicate change to stakeholders and coordinate approved changes
* Manage Project to the revised Proj mgmt Plan.
Configuration Management
* Configuration management is an overall system of which change control system is a part.
* Configuration mgmt provides tools to control project changes.
Features
* Ensure version control
* Product documentation version control
* Project management documentation version control
* Only approved changes are version controlled
Why version control required?
* Prevent version related errors
How configuration management is helps to implement change control process? (Principles)
* Identify characteristics of change
* Controlling changes - Track current status to either approve or reject change request
* Document and audit changes - Verification to ensure product meets quality standards and stakeholder
requirements
HOME
Close Project/Phase
(Closing)
INPUTS.1 Project Management Plan.2

TOOLS
Accepted
& TECHNIQUES.1
Deliverables.3
Expert
Organizational
Judgment
OUTPUTS.1
Process
Final Product
Assets or Service or Result Transition.2 Organizational Process
KEY CONCEPTS
* Involves finalizing all activities across all of the proj mgmt process groups to formally complete the project or
phase
* Since project scope is measured against project mgmt plan, PM will review that document to ensure
completion before project is closed
* This process also establishes procedures to investigate and document the reasons for actions taken if a project
is terminated before completion
* Activities Involved
* Acceptance of deliverables - acceptance criteria laid out as by corporate guidelines
* Transfer of project's products, services, results to the next phase or to production and/or operations
* Administrative closures - Customer sign off, lessons learned (using Expert Judgment technique)
* Assessing project success - Compare actual results with the planned results defined in project mgmt plan
* To answer questions such as Was project delivered on time and budget? Was the quality acceptable?
How well project team performed? How many revisions were there to project?
* Performing audits or project post-mortem
* Written survey
* Closing meetings
* Exam: Project closure occurs at the end of each phase of the project in order to properly document project
information and keep it safe for future reference. You shouldn't wait until project completion to perform the
Close Project or Phase process but rather perform it at the end of every phase, no matter whether the project
phase was completed successfully or ended for some other reason.
* Benefits of close project
* Confirms project status - Stakeholders cannot request any changes once project status is confirmed as
closed
* Clarifies success and failures
* Release resources
* Completes project documentation
* Reasons for early closure
* Shift in business env and focus
* Technology changes
* Need for more resources
* Legislation changes
* Change in customer demands
INPUTS
* Compares actual results to the performance baselines outlined in the plan * Performance baselines - scope, schedule (whether delivered on time), budget (project expenses within
limits) & risks
.2 Accepted Deliverables
Input from ---> Verify Scope
* Company guidelines for closure, audits, subcomponent validations
* Historical information and lessons learned database (project records and documents, project closure
information, info about the results of previous project selection decisions, performance information, risk
management effort)
TOOLS & TECHNIQUES

.1 Expert Judgment
* Experts ensure project/phase closure is performed as per standards
OUTPUTS
.1 Final Product, Service or Result Transition
* Transition of deliverables - Formal sign off, official transfer of product/service to next body/person, notify
relevant stakeholders
* The final product, service, or result is concerned with obtaining formal acceptance; organizational process
assets involves documenting and archiving formal acceptance.
* Another function of signoff is that it kicks off the beginning of the warranty period (if applicable)
.2 Organizational Process Asset Updates
* Project Files - e.g. PM plan, scope/cost/schedule baseline, risk registers, planned risk response actions,
project calendars, risk impact assessment
* Project or Phase Closure documents
* Formal acceptance document, sign offs, transfer phase/project deliverables to Operations
* During project/phase closures, PM reviews prior phase documentation, customer acceptance from verify
scope process and contract (if applicable) to ensure that all project requirements are complete prior to finalizing
the closure of the project
* Historical information
* Sign off documents
* Archived project files and deliverables
ADDITIONAL NOTES
* Probability of completing the project is highest during closing and risk is lowest. Majority of the work is
completed - if not all of the work - so the probability of not finishing the project is very low.
* Stakeholders have the least amount of influence during the Closing processes, while project managers have
the greatest amount of influence. Costs are significantly lower during this process because the majority of the
project work and spending has already occurred
* Weak matrix organizations tend to experience the least amount of stress during the Closing processes. This is
because, the functional manager assigns all tasks (projectrelated tasks as well) so the team members have a
job to return to once the project is completed and there's no change in reporting structure.
* Projects come to an end for several reasons:
* They're completed successfully.
* They're canceled or killed prior to completion.
* They evolve into ongoing operations and no longer exist as projects.
* Four formal types of project endings exist
* Addition: Projects that evolve into ongoing operations are considered projects that end because of
addition; in other words, they become their own ongoing business unit i.e. Operations
* Starvation: When resources are cut off from the project or are no longer provided to the project, it's
starved prior to completing all the requirements, and you're left with an unfinished project on your hands.
Starvation can happen for any number of reasons: Other projects come about and take precedence over the
current project, thereby cutting the funding or resources for your project or the customer curtails an order or the
project budget is reduced or a key resource quits
* Integration: Integration occurs when the resources of the projectpeople, equipment, property, and
suppliesare distributed to other areas in the organization or are assigned to other projects.
* Extinction: This is the best kind of project end because extinction means the project has been completed
and accepted by the stakeholders. As such, it no longer exists because it had a definite ending date, the goals of
the project were achieved, and the project was closed out.
* The difference between starvation and integration is that starvation is the result of staffing, funding, or other
resource cuts while integration is the result of reassignment or redeployment of the resources.
* Exam: Remember that product verification, which determines whether all of the work of the project was
completed correctly according to the contract or other procurement terms and satisfactory according to
stakeholder expectations, is performed during the Closing processes. Product documentation is verified and
accepted during the Verify Scope process. One more note: when projects end prematurely, the Verify Scope
process is where the level of detail concerning the amount of work completed gets documented.
HOME
Understanding Project Scope
Collecting Requirements
Define Scope
Create Work Breakdown Structure (WBS)
Verify Scope
Control Scope
HOME
HOME
HOME
HOME
HOME
(Planning)
(Planning)
(Planning)
INPUTS.1 Project Charter.2 Stakeholder
TOOLS
Register
& TECHNIQUES.1 Interviews.2 OUTPUTS.1
Focus Groups.3
Requirements
FacilitatedDocumentation.2
Workshops.4
INPUTS.1
Group
Requirements
Creativity
Project Charter.2
Techniques.5
Management
Requirements
Group
Plan.3
TOOLS
Decision
Documentation.3
Requirements
& TECHNIQUES.1
MakingTraceability
Techniques.6
Organizational
ExpertMatrix
Judgment.2
Questionnaires
Process
OUTPUTS.1
Product
Assets
and
Project
Analysis.3
Surveys.7
Scope Alternatives
Observations.8
Statement.2INPUTS.1
Identification.4
Project
Prototypes
Document
ProjectFacilitated
Scope
Updates
Statement.2
Workshops
Requirements
TOOLS & TECHNIQUES.1
Documentation.3
Decomposition
Organizational
OUTPUTS.1
Process
WBS.2Assets
WBS Dictionary.3 Scope
INPUTS.1
Baseline.4
Validated
Project
Deliverables.2
DocumentProject
Updates
TOOLS
Management
& TECHNIQUES.1
Plan.3 Requirement
Inspection OUTPUTS.1
Documentation.4
Accepted
Requirement
Deliverables.2
Traceability
Change
INPUTS.1
Matrix
Requests.3
Project Management
Project Document
Plan.2 Updates
TOOLS
Work Performance
& TECHNIQUES.1
Information.3
VarianceRequirements
Analysis
OUTPUTS.1
Documentation.4
Work Performance
Requirements
Measurements.2
Traceability
Change
Matrix.5
Requests.3
Organizational
Organizational
Process
Process
Assets
Assets Update
* Scope is work required to complete deliverables

* Scope is like boundary around project - inside boundary is "within scope" and outside boundary is "out of
scope"
* Project scope is based on product scope and is all of the work that needs to be done to make the product.
* Product scope is defined by components, functions and features
* Scope changes always have cost/quality/schedule implications
* Processes uses to manage scope as well as supporting tools/techniques vary by application area and are
usually defines as part of the project life cycle
* Scope baseline = Approved project scope statement + WBS + WBS dictionary. This baseline
scope is monitored, verified and controlled throughout the lifecycle of the project
* Exam: The project scope management plan is a planning tool that documents how the project team will go
about defining project scope, how the work breakdown structure will be developed, how changes to scope will
be controlled, and how the work of the project will be verified and accepted. Scope management plan is a
subsidiary of the project management plan and created during Develop Project Management Plan
process.
* Exam: Scope management involves managing both product and project scope
* Exam: Give priority to the customer
KEY ASPECTS
* Collect requirements is defining and managing customer expectations
* Attributes of the deliverables and clients need determine the requirements of a project
* It is vital to define and document requirement in as much detail as possible as
* They represent stakeholder expectations
* Form basis for WBS and planning (quality/time/cost)
* Needed for control processes to make decisions promptly
* Completion of project scope is measured against project management plan
* Completion of product scope is measured against the product requirements
* Requirements care categorized as
* Project requirements: business req, project mgmt req, delivery req, political req
* Product requirements: technical req, security req, performance req
KEY ASPECTS
* Exam: Define scope process occurs in planning phase after project charter is developed and requirements are
collected but before project mgmt. plan is created i.e. involves progressive elaboration
* Involves defining two types of scope
* Product Scope - req. characteristics of product or service or result that project must deliver
* Project Scope - refers to all the work required to meet the project deliverables and measures against proj
mgmt plan
* Assumption - any idea held but not proven to be true
* Risks - Any potential circumstance that may affect success of the project
* Constraints - Anything that puts limit on what can be achieved
* Develop detailed description of project and product i.e. turns all requirements into a more detailed project
scope statement.
* Scope Creep
* Scope creep is what happens when scope changes are not detected early enough or managed
* Refers to how small, slow and often unpredicted changes can "creep" unnoticed or be ignored because
their effort on project scope is not realized
* This happens when you think you know the impact of a change so you go ahead, but it turns out that that
change leads to another one, and since you are already making the first change, you go with the next. Then
another change comes up, and another, and another, until its hard to tell what the scope of the project is.
INPUTS
.1 Project Charter
* It identifies high level requirements, description of a project or product or service to be delivered but not
the exact design or implementation plan
.2 Stakeholder register
Input from ---> Identify Stakeholders
* List of stakeholders that need to be consulted for detailed information about projects requirements
INPUTS
.1 Project Charter
* High level project description and product characteristics
.2 Requirement documentation
Input from ---> Collect Requirements
* Polices, procedures, templates for project scope statement
* Project files from previous projects
* Lessons learned
TOOLS & TECHNIQUES

.1 Interviews
* Formal/informal approach with stakeholders by talking to them directly
* Interviews with stakeholders, SMEs, people with prior experience on similar projects (one-toone/multiple interviewers/multiple interviewees)
.2 Focus groups
* Bring together prequalified stakeholders and SMEs to learn about their expectations on the product
* Less formal, interactive discussion, find expectation that stakeholders have
* A trained moderator guides the group through interactive discussion and designed to be more
conversational than a one-to-one interview
.3 Facilitated workshop
* Bring Cross functional stakeholders together to define cross-functional product req and reconcile their
differences (balance expectations of stakeholders with different interests)
* Fast way to collect feedback from diverse group of stakeholders
* Benefits: Build trust, foster relationships. improved communication among stakeholders and leading to
increased consensus, discover and resolve issues quickly
* E.g: Joint Application Development in IT, Quality Function Deployment/Voice of Customer in mfring
.4 Group creativity techniques
* Brainstorming
OUTPUTS
* Nominal group technique (brainstormed ideas are voted upon and sorted by priority)
.1 Requirement
Documentation
* Delphi technique
(group of experts answer Q and provide feedback regarding responses from each round
Input
to ---> Develop Project Management Plan;; Plan Procurements;; Define Scope;; Create
of req.
gathering)
WBS;;
Verify
Scope;;
Control
* Mind
mapping
(single
mapScope
to reflect commonality and differences in understanding and generate new
* Describes how individual req meet the business need for the project.
ideas)
**Req.
may
start at high
level
and#then
progressively
more
detailed
as more
is known
Affinity
diagrams
(allows
large
of ideas
to be sorted
and
classified
for review/analysis)
Before
base lining:
Req.
must be measurable, testable, traceable, compete, consistent and acceptable by
.5 *Group
decision
making
techniques
stakeholders
* Dictatorship (individual making decision), Majority (more than 50%), Unanimity (everyone agrees on
* Direct
result of
group creativity
techniques.
However,
of documentation
varies
by project(general
same),
Plurality
(largest
block in the
group decides
even detail
if majority
is not achieved),
Consensus
* Includesi.e.
business
need/opportunity
be seized,
projectin
objectives,
agreement
willing to
accept decisionto
supported
bybusiness
most of and
the people
the group)functional/non-functional
req,
quality req, acceptance
criteria, business rules stating guiding principles of org, impacts to other org areas,
.6 Questionnaire
& surveys
impacts
to other internal/external
entities,
and training
req and and
requirement
assumptions
andis
* Appropriate
for broad audiences
whensupport
quick turnaround
is needed
where statistical
analysis
constraints
appropriate
.2
.7 Requirements
Observation Management Plan
Input
to ---> Develop
Project
Management
Plan
* Job shadowing:
Watching
a person
or group of
people performing job. Useful when people find it difficult
How totheir
manage
to *express
req. and track requirement changes?
**You
need to know
how many trying
phasesout
project
willprocess
have? yourself so that you'd record actions and make req.
Participant
Observation:
task or
Single phase
with finalhidden
result -req)
req. must be known and stable, resources must be available,
of new* system
clear (identify
* Incremental phase - break req. and define req. for each phase
.8 Prototype
**Req.
plan
defines
Responsibilities,
Tools, Methods
and
communication
for managing requirements (including
Obtain
early
feedback
on req. by providing
working
model
of the product
techniques
usedare
for tangible
prioritizing
glossary
of terms in the
plan
* Prototypes
andrequirements),
allows stakeholders
to experiment;
prototypes
support the concept of
* Configuration
mgmtof
activities
such as how changes to the product/service will be initiated, how impacts will
progressive
elaboration
req;
be analyzed,
traced,
tracked and
reported
* When enough
feedback
cycles
have been performed, req obtained from the prototype are complete to
.3
Requirement
Traceability
move
to a design/build
phase Matrix
Input to ---> Verify Scope;; Control Scope
* Ensures each requirement adds value by linking back to business req.
* Tracks req. including status
* Provides structure of managing changes to the scope of the project so that these changes don't result req.
not being met
* Lets you check how far product has come in meeting each req.
* Map user req. to product design, development and testing
TOOLS & TECHNIQUES

TOOLS & TECHNIQUES
.1 Expert Judgment
.1 Decomposition
* Expert judgment required as defining scope involves determining implications of what's in the project
* Break down deliverables until lowest level of WBS - work packages
charter and req. doc
* Easier to assign control and performance measures
.2 Product Analysis
* Estimate cost, time, resources more accurate
* Determine what attributes and features a project deliverable must have (i.e. product scope)
* Over-decomposition leads to inefficiency in terms of work performance and resource use
* Techniques like product breakdown, system analysis, req. analysis, systems engineering, value engineering,
* Four steps of decomposition
and value analysis
1. Identify main deliverables - project charter and project scope statement
.3 Alternatives Identification
Nature/complexity of the project, whether phases of project run concurrently, whether project has
* Generate different approaches to execute and perform work of the project
interim deliverables
* Techniques used: brainstorming, lateral thinking, pair wise comparisons etc.
2. Decompose deliverables
.4 Facilitated workshops
Nature of the project, experience of the project manager and team (familiar or unfamiliar)
* Bring Cross functional stakeholders together to define cross-functional product req and reconcile their
3. Assign identification
differences
. Ensures each element can be monitored, tracked and controlled
. Enables to connect specific project activities with an organization accounting and management
systems
4. Verify WBS
Expert judgment to verify WBS
. All the elements are clear and complete
OUTPUTS
OUTPUTS. each component and work package listed is absolutely necessary
.1 Project Scope Statement
.1 WBS . Deliverables are clearly defined
Input to ---> Create WBS;; Develop Project Management Plan;; Sequence Activities;; Estimate
* Finalize
WBS by adding
control
at strategic points to monitor performance (Earned Value Analysis)
. Identification
codes
are accounts
logical
Activity Durations;; Develop Schedule;; Plan Risk Management
* Control
accountmanagement
is a mgmt control
point
where
scope, costs and schedule are integrated and compared to
. Project
elements
are
included
* Official agreement among all the project stakeholders that lists what will and what will not be included in
the earned. value
for performance
measurement
Contractual
work is represented
as a single discrete element
projects deliverables
* Each control
account
may
include organization
one or moredoes
work
packages but each work package must be
. It reflects
how your
particular
business
* Defines work, guides project team, sets baselines (in scope/out of scope), sets stakeholders expectations
associated
with only
one
control
* Decomposition
is not
possible
foraccount
a deliverable that will be accomplished in future. This decomposition is
* Six main components
.2
WBS
Dictionary
done
when
details of WBS can be developed i.e. rolling wave planning
* Product scope description (progressively elaborates product scope described in project charter/req doc)
* Contains information not present in WBS and consists of separate form for each WBS item that describes its
* Product acceptance criteria (defines process and criteria for accepting completed
works and req. in details
products/services/results)
* Identifies team members responsible for work package, requirements to which it relates, schedule, cost and
* Project deliverables (comprising product/service of the project, ancillary results such as PM reports)
quality information
* Project exclusions (out of scope work)
.3 Scope baseline
* Project constraints (known limitations - limit on resources, budget, schedule & scope)
Input to ---> Develop Project Management Plan;; Define Activities;; Estimate Costs;; Determine
* Project assumptions (any idea held but not proven to be true)
Budget;; Plan Quality;; Identify Risks;; Plan Procurements
* Complete description of proj req., assumptions, projections, constraints
* Stakeholder register, req. documentation, req. traceability matrix
* Scope baseline = Project scope statement + WBS + WBS dictionary
* req. documentation often needs to be modified
* Causes of scope creep

* Unexpected scope related issues: Changes project requirements or raise its complexity
* Perfectionism: Adding extra features than required causes change in scope and may end up costing too
much time and money
* Placating stakeholders
* Misunderstandings: Especially careful to avoid ambiguity or unclear statements.
* Ramblings from Questions
* Scope creep will probably not occur if staff change is well managed
* Scope creep can occur if a stakeholder's request for non-essential item is granted
* Managed events (like strikes in a factory) that only impact the schedule and not the scope of the project
Project
Scope
Management
Processes
will not be
considered
scope creep
* Collect
requirements
Process
Group)
* Lowering
cost without (Planning
reducing quality
probably
wouldn't lead to scope creep
* Investigate, define, document stakeholders needs and
* Expectations about project and about products features and functions
* Define Scope
* Involves creating project scope statement that defines work required to deliver product and service
( Elaborates on project deliverables, assumptions, constraints for a project (used throughout the project)
* Create WBS
* WBS subdivides each task into smaller, manageable work packages
* Execution stage of project relies heavily on WBS
* Control scope
* Monitor status of project scope and manage scope changes
* Verify scope
* Last scope process confirming project has met its objectives as defined in scope statement
Exam: Arrange all of the activities you do to control scope in the right order
1. You figure out that you have to make a change
2. Create a change request
3. Get approval to make the change
4. Compare the change against the baseline
5. Go back and plan for the new work
6. Update the baseline
7. Store the updated baseline in the configuration management system
8. Now the team can change the way they do the work
KEY ASPECTS
* Creating WBS involves breaking project into manageable work packages to control the project better
* WBS is a deliverable oriented hierarchal decomposition of work to be executed by the project to accomplish
the project objectives and create required deliverables
* Exam: Planned work is contained within the lowest level WBS components called work packages. A work
package can be scheduled, cost estimated, monitored and controlled
* WBS structure options are
* Phases
* Major deliverables or sub-projects
* External sub-projects
* WBS achieves four goals
* Define responsibilities
* Better control
* Facilitate project scheduling
* Facilitate accurate cost estimates
* WBS can be structured as an outline, an org chart, a fishbone diagram or other method
* Exam: WBS represents all product and project work include PM work. The total of the work at lowest levels
must roll up to higher levels so that nothing is left out and no extra work is completed. This is called 100% rule
* Exam: WBS does not show dependencies
INPUTS
Input from ---> Define Scope
* Product scope description assist in purpose of breaking down deliverables in WBS
* Project deliverables assist in identifying tasks to be included in WBS
* Project exclusions identify tasks not to be included in WBS
.2 Requirement documentation
* All req. in the requirement documentation must map to specific deliverables in WBS
* Helps in identifying priority of req. which structures WBS
* WBS should reflect stakeholder expectation of project and its deliverables
* Policies and procedures
* Existing WBS templates
* Previous project files - time schedules, costing sheets, process guides
* Lessons learned
KEY ASPECTS
* Project managers and stakeholders use this process to confirm that project deliverables meets its
requirements
* The req. document, project scope stmt, scope baseline form become part of project management plan, which
is used to manage and control scope throughout the execution of project
* Exam: You should perform Verify Scope even if the project is canceled to document the degree to which the
project was completed.
* Important: Difference between verify scope and perform quality control processes are
* Verify scope - Primarily concerned with acceptance of deliverables, ensures products meets requirements,
performed by project manager and stakeholders, reviewed against req. doc
* Perform quality control - Primarily concerned with correctness of the deliverables and meeting the quality
requirement specified for the deliverables. Ensures no defects in product, find ways of improving product,
performed by quality assurance, reviewed against predefined quality standards
* Quality control is generally performed before scope verification but these two can be performed in parallel.
Also Quality control is performed by quality control dept and Verify Scope is done by customer
* Verify Scope can be done at the end of each project phase in the project life cycle and at other points
throughout the project as part of M&C i.e. Verify Scope is done multiple times in the project
* Important: Difference between Verify Scope and Close Project/Phase
* Verify Scope: Results in formal acceptance of interim deliverables
INPUTS
* Close Project/Phase: Final acceptance from the customer for the project as a whole
.1
Project
Management Plan
* Steps
Involved
Input
from deliverables
---> Develop Project Management Plan
1.
Complete
* Project
Contains product scope description, includes project deliverables, defines
2.
Perform Scope
Quality Statement:
Control inspection
product
user acceptance
criteria
3. Changes
are requested
and corrective action/defect repair completed
* WBS:
Defines
each
deliverable
andiscorresponding
work packages (after decomposition)
4.
Perform
Quality
Control
inspection
repeated
* WBS
Detailed
description
of work and technical documentation for each WBS element
5.
VerifyDictionary:
Scope i.e. meet
with the
customer
.26.Requirements
Documentation
Either customer
accepts deliverables or changes are requested
InputScope
fromis--->
Collect
Requirements
* Verify
typically
performed
by the PM, the Sponsor, the Customer, and the Functional Managers, and
Lists all
and
types of reqstakeholders
along with their acceptance criteria
the* result
is project,
a formal,product,
written technical
acceptance
byother
the appropriate
.3
Traceability
* IfRequirement
we don't receive
a final sign Matrix
off from our customer; we have to escalate the issue to our Management.
* To link requirements to their origin and track them throughout the project life cycle
.4 Validated Deliverables
Input from ---> Perform Quality Control
* Validated deliverables have been completed and checked for correctness by the Perform Quality Control
process
KEY ASPECTS
* Helps managing changes to projects scope and keep it on target to meet req. and objectives
* Changes can be uncontrolled (scope creep) or controlled (approved changes)
* Control scope process ensures only beneficial changes are approved
More on
* Control scope creep and changes to scope that would have detrimental effect on project
* Scope creep is difference between work performance information and the scope baseline Scope Creep
* Gold Plating: Sometimes people think of a really great improvement to the product and go ahead and make it
without even checking the impact.
* Integrated Change Control spans: Control Scope, Control Schedule, Control Cost, Quality Control, Monitor and
Control Risk, Administer Procurements
* Any modification to the agreedupon WBS is considered a scope change
* Changes in product scope require changes to the project scope as well
* Important: Always remember to update your stakeholders regarding the changes you're implementing and
their impacts. They'll want to know how the changes impact the performance baselines, including the project
costs, project schedule, project scope, and quality.
INPUTS
* Scope Baseline: To compare with actual results and determine if a change, corrective or preventive action
is necessary
* Scope Management Plan: How changes to scope will be managed and controlled
* Change Management Plan: How changes will be managed and controlled in the project?
* Configuration Management Plan: Defines items, attributes, project documents that must be controlled.
These should not be changed without an approved change request. Configurable items are product design
documents, products and its components, project documents, results of Quality and stakeholder reviews
* Requirement Management Plan: How req will be managed and controlled, how impacts will be analyzed
and authorization levels required to approve these changes
Input from ---> Direct and Manage Project Execution
* Refers to status of work to complete the deliverables or features/functions of the product
* Comes from progress reports, quality control reports, PMI systems
* Measure work performance to act against the scope baseline
.3 Requirement Documentation
TOOLS & TECHNIQUES
TOOLS
& TECHNIQUES
.4 Requirements
Traceability Matrix
.1 Inspection
.1 Variance
Analysis
Input from
---> Collect Requirements
* Also called reviews, product reviews, walkthroughs and audits
Variance in scope
can be
quantitative or qualitative. Steps include
.5 *Organization
Process
Assets
* Includes activities such as measuring, examining and verifying to determine whether work and deliverables
* Identify the variance
* Formal/informal
scope control related policies, procedures and guidelines
meet requirements and product acceptance criteria
* Look for the
* Monitoring
andcause
reporting methods to be used
* Asses the impact of the variance
* Choose the appropriate response
* Triple constraint model: Scope, budget, schedule - in which change in one element forces change in one
or both of the others
* Stacking resources: If time and money are run out in project, find resources within organization who can
be reassigned to sort the problem without incurring extra costs
OUTPUTS
OUTPUTS
.1 Accepted Deliverables
.1 Work Performance Measurements
Input to ---> Close Project or Phase
Input to ---> Report Performance;; Perform Quality Control
* Deliverables that meet acceptance criteria are formally signed off and approved by customer/sponsor
* Results of comparing actual performance data to planned performance of project baselines - scope, cost and
* Formal documentation is forwarded to Close Project/Phase process
time
.2 Change Requests
.2 Organizational Process Assets Updates
Input to ---> Perform Integrated Change Control
* Causes of variances, corrective actions taken and reasons, other lessons learned from scope control
* Deliverables that are not accepted are documented with reasons and these may require change request for .3 Change Requests
defect repair
* This would be disposed through Perform Integrated Change Control process
* Analysis of scope performance can result in change request to the scope baseline or other component of
* Changes in verify scope should be treated with suspicion
PMP
* Perform integrated change control process approved the changes requests and Control scope process
* Any documents that define product or report status on product completion
ensures that decisions are properly recorded, archived and communicated to project staff
* Updates to scope baseline, schedule baseline, cost baseline
* Req. documentation and req. traceability matrix
Understanding Time Management Processes
* Where does time management processes fall in the planning activities?

1. Define scope documents
2. Plan resources
3. Plan schedule
4. Plan cost
* Triple constraint model can be used to determine what changes need to be made
* Schedule management plan is created during Develop Project Management Plan, which selects a scheduling
methodology, scheduling tool, sets the format and establishes criteria for developing and controlling the
project schedule
Which tool to use?

. Depends on complexity of project, unknowns, potential risks, dependencies among the deliverables
Small to medium project
. Decompose all work packages during planning stage.
. Not required on this type of project.
. Use standardized template based on similar projects.
. No external subject matter experts required. Use project manager and team's own expertise.
Medium to large project
. Decompose known, low-risk work packages during planning stage. Leave unknown work packages and those
with preceding . dependencies to be decomposed later.
. Use rolling-wave planning on later-occurring work packages.
. Use standardized template based on similar projects.
. Use judgment from external experts to understand unknowns, dependencies, unfamiliar aspects of the
project.
Large project
. Decompose near term work. Leave later work at work package or milestone level until more information is
*available.
Define Activities
Decomposing
theplanning
work packages
into activities.
First
you come up with a list of all of the activities that will
. Use
rolling-wave
on later-occurring
work
packages.
need
to be completed.
. Templates
are of limited use, because of the numerous unknowns.
*. Make
Sequence
Activities
extensive
use of expert judgment to identify activities, dependencies, and risks.
Determining the order the activities need performed in. Next, you figure out which activities need to come
before others and put them in the right order. The main output here is a network diagram, a picture of how
activities are related.
* Estimate Activity Resources
Finding out the quantities and types of resources needed for the activities. Estimate the resources youll
need to do the job, and create a list of them...
* Estimate Activity Durations
Determining how long the activities will take. ...and then estimate the time it will take to do each activity.
* Develop Schedule
Creating the project schedule. Then you build a schedule from all of the estimates, and the resource and
activity information youve created.
* Control Schedule
Monitoring the schedule and influencing the factors that can lead to schedule changes. Finally, you monitor
and control changes to the schedule to make sure that it is kept up to date.
Define Activities
(Planning)
INPUTS.1 Scope Baseline.2 Enterprise TOOLS
Environmental
& TECHNIQUES.1
Factors.3 Decomposition.2
Organizational Process
RollingAssets
Wave Planning.3 Templates.4 Expert
HOME
KEY ASPECTS
* Closely linked to WBS
* It takes work packages defined in WBS and breaks them down to activities so that it is better able to estimate
duration, schedule them and monitor and control their progress
INPUTS
.1 Scope baseline
* consists of project scope statement, WBS and WBS dictionary
* This has following information that helps in defining activities
* Work packages (deliverables) and their activities
* Dependencies and relationships between the packages
* Project assumptions and constraints
.2 Enterprise environmental factors
* PMIS
.3 Organizational process assets
* Formal/Informal activity planning related policies
* Lessons learned
TOOLS & TECHNIQUES

.1 Decomposition
* Decompose work packages (defined in WBS) into activities for estimating purposes and list them in activity
list
.2 Rolling-wave planning/ progressive elaboration
* Decompose WBS in stages based on information needed or available at the time
* Work packages to be completed in near time are broken into activities, sequenced and added to schedule
while work packages to be completed in future remain temporarily at work package or mile stone level
.3 Templates
* Standard activity list from previous project is often used as a template for new project
* Templates can also be used to identify typical schedule milestones
.4 Expert judgment
* Important if you do not have prior experience in handling this kind of project (can be internal or external
judgments)
OUTPUTS
.1 Activity List
Input to ---> Sequence Activities;; Estimate Activity Resources;; Estimate Activity Durations;;
Develop Schedule
* A table that links an activity to work package in WBS and briefly describes work required for the activity
* 2 roles - track activities, describe activities
.2 Activity Attributes
Input to ---> Sequence Activities;; Estimate Activity Resources;; Estimate Activity Durations;;
Develop Schedule
* Similar to activity list but with additional attributes than defined in activity list. These attributes depend on
nature of the project and how project manager feels to describe the activities
* Serves two functions - sequencing activities and help team members to carry out the activities
* Attributes used in sequencing activities are - predecessor activities, successor activities, logical
relationships, leads and lags, imposed dates
* Attributes that help team members to carry out activities are resource req., locations, effort, constraints and
assumptions
.3 Milestone List
Input to ---> Sequence Activities
* Can be mandatory or optional
* Sometimes called zero duration events as they are critical points in project schedule but they are not
activities themselves
* Points where decisions are made about future direction of the project
* Milestones triggers events - Monitoring & Controlling processes, Closing phases or projects, customer
invoicing
es
HOME
Sequencing Activities
(Planning)
OUTPUTS.1 Activity List.2 Activity Attributes.3

INPUTS Milestone List
.1 Activity List
.2 Activity List Attributes
.3 Milestone List
KEY ASPECTS
* To identify logical relationship between the activities and develop a realistic schedule
to activities so that it is better able to estimate * To represent sequence of activities and their dependencies, you create a project sche
* Sequencing activities involves determining the dependencies and relationships betwe
applying leads and lags
* There are two types of Network Diagrams:
* Arrow Diagramming Method (ADM) - Creates diagrams known as activity-on-a
because ADM diagrams use activities shown on arrows and connected by nodes, usual
ADMs drawback is that it can only show finish-to-start (FS) relationships. In order to sh
tasks on different node branches, ADM diagrams use dummy activities.
* Precedence Diagramming Method (PDM) - Refer below
ry
es
or estimating purposes and list them in activity
available at the time

o activities, sequenced and added to schedule
rily at work package or mile stone level
a template for new project

stones
is kind of project (can be internal or external
INPUTS
.1 Activity list
Input from ---> Define Activities
.2 Activity attribute list
* Activity attributes may describe necessary sequence of events or defined predeces
relationships
.3 Milestone list
.4 Project scope statement
* Product scope description includes product characteristics that may affect activity
* This info is already captured on activity list but is generally reviewed from project s
accuracy
* Old schedule network diagrams can be helpful in creating good quality diagrams fo
* Description of scheduling methodology used and how dependencies were determin
TOOLS & TECHNIQUES

.1 Precedence diagramming method
* Used in critical path methodology (CPM) for constructing project schedule network
* Also called Activity-On-Node (AON) - used by most PM software packages
* PDM has 4 types of logical relationships or types of dependencies
* Start to start - Activity A must start before activity B can start. E.g. without hav
documentary (A), you would be unable to start the editing process (B).
* Start to finish - Activity A must start before activity B can finish. E.g. you can't
operating system on your computer (B) until you stop using your old system (A). This
* Finish to start - Activity A must finish before you can begin activity B. E.g. you
together computer hardware (A) before programming software (B). This is the most co
relationship.
* Finish to finish - Activity A must finish before activity B can be completed. E.g.
manuscript can't be finished (B) until all the text has been written (A)
.2 Dependency Determination
* Types of dependency - mandatory, discretionary, external
* Mandatory Predecessors (hard logic) * Discretionary (preferred/preferential/soft logic) - logical or preferred order to th
create arbitrary total float and limit scheduling options. These are important when ana
the schedule to decrease project duration
* External: External dependencies can also lead to scheduling problems when n
.3 Applying leads and lags
* Lead allows an acceleration of the successor activity. You enter lead time as a nega
* Lag directs a delay in successor activity. You enter lag time as a positive value on P
* Use of leads and lags should not replace schedule logic
esources;; Estimate Activity Durations;;
iefly describes work required for the activity
esources;; Estimate Activity Durations;;
fined in activity list. These attributes depend on

the activities
members to carry out the activities
ctivities, successor activities, logical
e resource req., locations, effort, constraints and
oints in project schedule but they are not
he project
ses, Closing phases or projects, customer
OUTPUTS
.1 Project Schedule Network Diagrams
Input to ---> Develop Schedule
* Allows to create realistic project schedule and monitor this as work proceeds
* Updates to activity list, activity attributes, risk registers based on any new informa
process
Sequencing Activities
(Planning)
TOOLS & TECHNIQUES
OUTPUTS
.1 Precedence Diagramming Method .1 Project Schedule Network Diagram
.2 Dependency Determination
.3 Apply Leads and lags
.4 Schedule Network Templates
nship between the activities and develop a realistic schedule

f activities and their dependencies, you create a project schedule network diagram
volves determining the dependencies and relationships between activities and
etwork Diagrams:
g Method (ADM) - Creates diagrams known as activity-on-arrow (AOA). This is
se activities shown on arrows and connected by nodes, usually shown as circles.
can only show finish-to-start (FS) relationships. In order to show relationships between
anches, ADM diagrams use dummy activities.
ming Method (PDM) - Refer below
e Activities
e Activities
y describe necessary sequence of events or defined predecessor/successor
e Activities
ment
e Scope
tion includes product characteristics that may affect activity sequencing
ptured on activity list but is generally reviewed from project scope statement for
ss Assets
diagrams can be helpful in creating good quality diagrams for the current project
ing methodology used and how dependencies were determined
ming method
methodology (CPM) for constructing project schedule network diagram
n-Node (AON) - used by most PM software packages
gical relationships or types of dependencies
ivity A must start before activity B can start. E.g. without having begun filming on a
uld be unable to start the editing process (B).
tivity A must start before activity B can finish. E.g. you can't start running a new
computer (B) until you stop using your old system (A). This is not commonly used
ctivity A must finish before you can begin activity B. E.g. you would have to put
are (A) before programming software (B). This is the most common type of
ctivity A must finish before activity B can be completed. E.g., the activity of editing a
ed (B) until all the text has been written (A)
ination
y - mandatory, discretionary, external
cessors (hard logic) eferred/preferential/soft logic) - logical or preferred order to the activities. They can
and limit scheduling options. These are important when analyzing how to compress
project duration
l dependencies can also lead to scheduling problems when no hard date is available
ags
ration of the successor activity. You enter lead time as a negative value on PDM. (FS-2)
successor activity. You enter lag time as a positive value on PDM. (FS+1)
should not replace schedule logic
work Diagrams
Schedule
tic project schedule and monitor this as work proceeds
pdates
t, activity attributes, risk registers based on any new information gathered during the
Estimating Activity Resources

(Planning)
INPUTS.1 Activity List.2 Activity Attributes.3
TOOLSResource
& TECHNIQUES.1
Calendars.4
Expert
Enterprise
Judgment.2
Environmental
Alternatives
Factors.5
analysis.3
Organizational
Published Estimatin
Process
HOME
KEY ASPECTS
* Determine resources needed to complete project i.e. material, people, equipment and facilities and gathering
information needed to create a realistic schedule and budget
* Types of resources
* Quantity of resources
* Required skill sets
* Project team roles and availability
* Closely coordinated with Estimate Costs Process
INPUTS
.1 Activity list
* Identifies activities which will need resources
.2 Activity attributes
* Contains input for use in estimating resources required for each activity
.3 Resource calendar
Input from ---> Acquire Project Team;; Conduct Procurements
* Human resources, material resources, skill resources calendars
* The process of estimating the type and quantities of material, people, equipment, or supplies required to
perform each activity. Before you can assign resources to your project, you need to know which ones youre
authorized to use on your project. Thats an input, and its called Resource Calendars.
* Resource Calendars specify WHEN and HOW LONG identified project resource will be available during the
project.
* Resource availability and skills
* Policies and procedures related to staffing, rental and purchase of supplies and equipment
TOOLS
& TECHNIQUES
* Historical
information
.1 Expert judgment
* Any group/person with specialized knowledge in resource planning and estimating can provide such
expertise
.2 Alternatives analysis
* Alternate ways to schedule activities - determine best possible use of resources, different size or type of
machines, different tools (hand vs. automated), make-or-buy decisions regarding resource etc.
* Quantify what resources are required
.3 Published estimated data
* Published updated rates and unit costs of resources
* This data can give you frame of reference to work from when resources are being quantified
.4 Bottom-up estimating
* When an activity cannot be estimated with a reasonable degree of confidence the work within the activity is
decomposed into more detail. The resource needs are estimated
* Used when project is new and there are no previous estimated data
* More accurate, slower to carry out, more costly
.5 Project management software
* To help plan, organize, manage resource pools and develop resource estimates
OUTPUTS
.1 Activity Resource Requirements
Input to ---> Estimate Activity Durations;; Develop Schedule;; Develop Human Resource Plan;;
Plan Procurements
* Describes types and quantities of resources needed for each project activity
* Contains information - Resource description, number required, resource assumptions, resource availability,
resource dependencies, basis of estimates
* Recording resource assumptions is important as they can help during different stages of a project Monitoring & controlling performance, closure
* Review assumptions is important to determine whether anything in the project or env changed since the
estimates were made
* Record resource requirements
.2 Resource breakdown structure
* Hierarchical representation of resources required in project
* Visually simple, breaks resources into categories and resource type
* Helps to organize a project schedule and report on utilization information
* Activity list
* Activity attribute description
* Resource calendars
esources
Estimating Activity Durations

(Planning)
OUTPUTS.1 Activity Resource Requirements.2
INPUTS.1Resource
Activity List.2
Breakdown
Activity
Structure.3
Attributes.3
Project
Activity
Document
Resource
Updates
Requirements.4 Resource
people, equipment and facilities and gathering
HOME
KEY ASPECTS
* Process of estimating number of work periods (activity duration) required to complete
estimated resources
* Uses activity scope of work, resource types, resource quantities and resource calenda
* The inputs for activity duration originate from person or group on the project team w
the nature of work
* Effort = Amount of labor invested in activity. Usually expressed as staff hours, staff d
Duration = How long an activity is expected to take with the available labor. Usually
workweeks
* Activity Durations Estimates show calendar time and not just person-hours
INPUTS
.1 Activity List
* Activities for which duration will be estimated. Activities within scope should appea
each activity
* They describe req. or limitations on specific activities, assumptions & constraints o
activities. These factors affect duration estimates
ements
ars
Input from ---> Estimate Activity Resources
al, people, equipment, or supplies required to
* Resources assigned to the activity and their availability will significantly influence t
project, you need to know which ones youre
.4 Resource Calendar
d Resource Calendars.
Input from ---> Conduct Procurements, Acquire Project Team
d project resource will be available during the
* Resource availability, capabilities and skills make the difference in estimates
* Specific milestones or limitations imposed by projects customer (including proj dea
periods) described in the scope stmt and are used during estimating durations
ase of supplies and equipment
TOOLS
& TECHNIQUES
* Published
commercial information, productivity metrics, duration estimating datab
.1
Judgment
.7 Expert
Organizational
Process Assets
anning and estimating can provide such
* Expert
judgment
with historical
info cancalendars,
provide duration
estimate
info or recomm
Historical
info, lessons
learned, project
scheduling
methodology
durations from prior similar project
* Also determines whether to combine methods of estimating and how to reconcile d
ble use of resources, different size or type of
.2 Analogous Estimating
cisions regarding resource etc.
* Also known as top-down estimating
* Uses parameters such as budget, duration, size, weight and complexity from prev
actual duration of previous similar projects for estimating duration of current project
* Gross value estimating approach, sometimes adjusted for known differences in com
n resources are being quantified
* Frequently used to estimate project duration when there is limited info about the p
phases)
gree of confidence the work within the activity is
* Less costly and less time consuming and less accurate
d
* Combines expert judgment with historical info from similar projects comple
ted data
* Applies to entire project or segment of a project and used in conjunction with othe
.3 Parametric Estimating
* Statistical relationship between historical data and other variables to calculate esti
resource estimates
parameters
* Uses mathematical formula takes into account various factors that affect duration
performed, number of resources assigned to task, productivity rate of resources assign
* Duration = ( Quantity of Work X Productivity rate) / ( # of resources)
* Can produce high levels of accuracy depending on sophistication and underlying d
* 2 ways - 1) Regression Analysis (Scatter diagram) - create mathematical form
b/w two variables 2) Learning Curve - 100th room painted will take less time than firs
* Heuristics - Rule of Thumb. E.g. Design =15% of total project work
hedule;; Develop Human Resource Plan;;
h project activity
ed, resource assumptions, resource availability,
elp during different stages of a project -
thing in the project or env changed since the
ce type
n information
OUTPUTS
.1 Activity Duration Estimates
Input to ---> Develop Schedule;; Identify Risks
* Show how much time is required for each activity
* Does not include lags/leads
* May include range of possible results. E.g: 2 weeks +- 2 days or 15% of proba
weeks
* May require changes to activity attributes or assumptions made in developing acti
Estimating Activity Durations

(Planning)
TOOLS & TECHNIQUES.1 Expert Judgment.2
OUTPUTS.1
Analogous
Activity
Estimating.3
Duration Estimates.2
ParametricProject
Estimating.4
Document
Three
Updates
Point Estimates.5 Reserv
mber of work periods (activity duration) required to complete individual activities with
ork, resource types, resource quantities and resource calendars

uration originate from person or group on the project team who is most familiar with
invested in activity. Usually expressed as staff hours, staff days, or staff weeks
activity is expected to take with the available labor. Usually expressed as workdays or
ates show calendar time and not just person-hours
e Activities
ration will be estimated. Activities within scope should appear on this list
e Activities
limitations on specific activities, assumptions & constraints on location and timing of
ffect duration estimates
quirements
mate Activity Resources
o the activity and their availability will significantly influence the duration of estimates
uct Procurements, Acquire Project Team

capabilities and skills make the difference in estimates
ment
e Scope
limitations imposed by projects customer (including proj deadlines and reporting
scope stmt and are used during estimating durations
ental Factors
information, productivity metrics, duration estimating databases
ss Assets
info cancalendars,
provide duration
estimate
info or recommended max activity
shistorical
learned, project
scheduling
methodology
ar project
her to combine methods of estimating and how to reconcile differences b/w them
g
own estimating
h as budget, duration, size, weight and complexity from prev project and relies on
s similar projects for estimating duration of current project
g approach, sometimes adjusted for known differences in complexity
timate project duration when there is limited info about the project (like in early
s time consuming and less accurate

gment with historical info from similar projects completed in past
ct or segment of a project and used in conjunction with other estimating methods
ng
between historical data and other variables to calculate estimate for activity
rmula takes into account various factors that affect duration - quantity of work to be
ources assigned to task, productivity rate of resources assigned
y of Work X Productivity rate) / ( # of resources)
els of accuracy depending on sophistication and underlying data built into the model
on Analysis (Scatter diagram) - create mathematical formula base don correlation
ning Curve - 100th room painted will take less time than first one
Thumb. E.g. Design =15% of total project work
imates
Schedule;; Identify Risks
is required for each activity
gs/leads
of possible results. E.g: 2 weeks +- 2 days or 15% of probability of exceeding 3
pdates
to activity attributes or assumptions made in developing activity duration estimate
HOME
Develop Schedule
(Planning)
INPUTS.1 Activity List.2 Activity Attributes.3

TOOLS
Project
& TECHNIQUES.1
Schedule Network
Schedule
Diagrams.4
Network Activity
Analysis.2
Resource
CriticalRequirements.5
Path Method.3 Critical
ResourcC
KEY ASPECTS
* Project schedule co-ordinates activities,
* Helps manager optimize use of resources
* Provides baseline against project progress can be tracked and
* Serves as communication tool
* Project schedule consists of activity identifier, activity description, resources, calendar unit, project schedule
time frame (duration bars, data date line, precedence arrows)
INPUTS
.1 Activity List
* List of activities to be performed to complete the project
* Details how and when activities need to be performed
. Describes types and quantities of resources required to complete an activity
. Develop project schedule process uses assumptions and constraints listed in scope statement while
developing project schedule
.5 Resource Calendars
Input from ---> Acquire Project Team;; Conduct Procurements
. Shows when team members or resources are committed to other project
.6 Project Schedule Network Diagrams
Input from ---> Sequence Activities
TOOLS
& relationship
TECHNIQUES
. Gives
between the activities
.1
NetworkEstimates
Analysis
.7 Schedule
Activity Duration
*Input
Employs
various
analyticalActivity
techniques
- CPM, Critical Chain Method, What-If analysis, resource leveling to
from
---> Estimate
Duration
calculate
early
and lateabout
start how
and long
finisheach
dates
for uncompleted
of project activities
. informs
estimates
activity
will take to portions
be completed
.2
Path
Method CPM...
.8 Critical
Enterprise
Environmental
Factors
Click here
*. Scheduling
Calculates theoretical
Start
and Finish
dates
of internal/external
each activity without
regard to resource limitations
tool used inEarly/Late
developing
schedule
or any
other
factors
Longest full pathprocess
linking activities
.9 *Organizational
assets that must be performed in sequence is known as critical path
. Together,
estimated
of activities
on this
path represent shortest time in which a project can be
Project calendar
and durations
organizational
scheduling
methodology
completed
* Critical paths have Zero or negative total float and schedule activities on critical path are called critical
activities
* A delay in any one of the critical path activities will cause the entire project to be delayed.
.3 Critical Chain Method
* Modifies project schedule to account for limited resources. After critical path is identified, resource availability
is entered and resourced limited schedule result is determined. The resulting schedule often has altered critical
path
* This resource constrained critical path is known as critical chain
* This method adds duration buffers - Project buffers added at the end of critical chain protecting target finish
date of the project from slippage. Feeding buffers placed at each point that a chain of dependent tasks not on the
critical chain feeds into the chain (converging) protecting from slippage along the feeding chains
* Size of each buffer accounts for uncertainty in the duration
* This method focuses on managing remaining buffer durations against remaining durations of task chains
* Uses estimates based on limited resource availability to determine more realistic critical path
.4 Resource Leveling
* Involves adjusting resources allocated to the activities to optimize resource use and schedule
OUTPUTS
.1 Project Schedule
* can be represented in below formats
* Milestone charts
* Represents only key events of a project
* Milestones are identified during define activity process which produces milestone list an output
* Each milestone has zero duration and called milestone activity
* Detailed information about milestone - activity id, activity description, duration, whether milestone is
mandatory/optional
* Milestone chart provides quick way to check project progress in term of significant events
* Audience for this format is management, customer and project manager for monitoring and reporting
purposes
* Bar charts | Gantt Charts
* Activity is represented by duration bar
* Schedule information rolled up to level of main deliverables (level 2) in WBS
* Each activity is represented by a horizontal bar and width of bar represents estimated activity duration.
Shading on bars shows how much activity is completed
* A vertical dotted date line represents as of date for the progress reported in the chart
* Critical path can be showed on bar chart using a stepped line running L->R and down to cover duration bar
Critical
Path method
of each critical
activity
* Critical
Path: Longest
durationprogress
path through
network
and determines
shortest
path it could take to
* Generally
used to present
of theaproject
to diagram
stakeholders
in communication
plan
complete
project
* Forthe
control
and mgmt communication, broader more comprehensive summary activity (hammock
*activity),
Near Critical
Path:
The closer
in length
near critical
and critical path,
riskier
thedisplayed
project is.
PMbar
has
is used
between
milestones
or across
multiplepath
interdependent
work more
packages
and
om
to
manage both the critical paths.
charts
* Total
Float/Slack:
Amount
of time an activity can be delayed without delaying the project end date or
* Schedule
network
diagrams
milestones
* Sequence of activities with dependencies
* Free
Float/Slack:
time an activity
can be
delayed without delaying early start date of its successor
* Graphical
viewAmount
of flow of activities
and logical
dependencies
Free
float =
successor
ESpredecessor
+ DURATION
predecessor
) out work and managers who need
* Audience
forES
this
format -is(usually
project team
i.e. members
carrying
*detailed
Projectscheduling
Float/Slack:
time project cen be delayed without delaying externally imposed project
and Amount
resourceofinformation
completion
date
by customer/management.
* Can be
represented
in any of the two formats
* Activities
on critical :path
ZEROsequencing
or negative
total
float projects critical path. Often includes start and
* Activity-On-Node
used have
for activity
and
calculate
*finish
Three
steps
dates
for each activity
* Forward
Determines
earlyeach
start activity
and early
for all
activities relationship to identify
* Logicalpass:
bar chart
: Represents
as finish
bar ondates
timeline,
precedence
* Backward pass: Determines late start and late finish dates for all activities
dependencies
* Float:
* UsedDifference
by projectbetween
team early start & late start or early finish & late finish is defined as float
Float = reported
LS - ES or
Float =
LF -date
EF also called as-of-date or status date
* Progress
though
data
*
Can Baseline
there be more than ONE critical path? Yes, can have many critical paths. Though, it is not desirable
.2Exam:
Schedule
to *have
more than
one is
since
it adds
risk version of project schedule
Schedule
baseline
current
approved
* Exam:
Would through
you leave
the project
with analysis
Negativeand
float?
No; you would compress
the
schedule. Negative
* Developed
schedule
network
approved/reviewed
by project
management
team float
means
you are
behind.
* Contains
start
and finish dates for activities
* Exam:
When
twomanagement
paths intersect,
* Part of
project
planyou have to decide which ES or LF value to take for the calculation in the next
node.
For the
forward
pass, use the
LARGER value;
thebaseline
backward pass, use the SMALLER one.
* Project
team's
performance
is measured
againstfor
this
.3 Schedule Data
* Contains information project team used to developed project schedule as well as info gathered during the
process
* Information like milestone, activities, activity attribute, assumptions, constraints
* Includes
* Resource histograms (staff hours required in a time duration)
* Contingency reserves
* Cashflow projections
* Order and delivery schedules
* Alternate schedules (best case/worst case, resource leveled/non-leveled, with/without imposed dates)
* Activity resource requirements - Might change due to resource leveling
* Activity attributes
* Project calendars
* Risk registers
le
HOME
Control Schedule
OUTPUTS.1 Project Schedule.2 Schedule

INPUTS.1
Baseline.3
Project
Schedule
Management
Data.4 Plan.2
ProjectProject
Document
Schedule.3
UpdatesWork Performance Information
KEY ASPECTS
* Determine current status of the project schedule
* Influence the factors that cause changes - being proactive and using preventive mea
slippage
* Having Monitoring system that alerts project manager whenever a change threatens
on, resources, calendar unit, project schedule
* Managing changes by putting them through project's change control system
* Control Schedule is component of Perform Integrated Change Control process
* Important: Not all schedule variances will impact the schedule. For example, a delay
will not delay the overall schedule and might not need corrective action. Use caution h
occurs on a noncritical path task or its duration is increased for some reason, that task
of the critical path. Delays to critical path tasks will always cause delays to the project
require corrective action. Careful watch of the variances in schedule start and end date
INPUTS
total time element of the project.
* Two areas - schedule baseline and schedule management plan
* Schedule baseline contains baseline start and finish dates and provides basis of m
schedule performance
* Schedule mgmt plan describes circumstances in which schedule changes are allow
changes should be made. After scheduled change requests are approved, they become
controlling the schedule
lete an activity
.2 Project Schedule
Input from ---> Develop Schedule
* Latest version of schedule for updates, completed activities and started activities
straints listed in scope statement while
date
ments
* How much work has been performed?
ther project
* Provides actual dates and durations of the activities
* Compare with baseline dates and durations
TOOLS
& TECHNIQUES
* Schedule
control tools
* To
bring performance
in line for
withmanaging
schedule and
and controlling
change schedule
to match with a
* Polices,
procedures,back
guidelines
schedules
Method, What-If analysis, resource leveling to
Monitoring
performance
* Monitoring
and reporting methods
of project activities
.1 Performance Reviews
ertions
completed
* Measure and analyze schedule performance i.e. actual start and finish dates, perce
ch activity without
regard to resource limitations
* Using schedule network diagrams to assess performance allows to determine whet
ernal/external
factors
sequence is known as critical path
path
sent shortest time in which a project can be
* SV/SPI from EVM are used to assess magnitude of schedule variations
* If critical chain scheduling method is used, comparing buffer remaining to the buff
activities on critical path are called critical
delivery date can help determine schedule status
.2 Variance Analysis
e entire project to be delayed.
* SV and SPI assess magnitude of variation from original schedule baseline
* Total float variance is also an essential planning component to evaluate project tim
ter critical path is identified, resource availability
* Based on variance whether corrective or preventive action needs to be taken
he resulting schedule often has altered critical
Controlling variance
* Requires adjustments to baseline to reflect current project realities
ain
* Many of the techniques used in developing project schedule are used in controlling
the end of critical chain protecting target finish .3 Resource Leveling
point that a chain of dependent tasks not on the
* To optimize distribution of work among resources
ppage along the feeding chains
.4 What-if Scenario Analysis
* To review various scenarios to bring the schedule into alignment with the plan
s against remaining durations of task chains
.5 Applying Leads and Lags
rmine more realistic critical path
* Applying leads and lags is used to find ways to bring project activities that are beh
plan
imize resource use and schedule
.6 Schedule compression
OUTPUTS
* Schedule control activities, like monitoring and measuring performance, may resul
baselines or other proj mgmt plan component. To estimate degree of schedule impact a
impact, SPI and SV needs to calculated. These need to be calculated and communicate
ch produces milestone list an output
.2 Change Requests
ivity
* Review of variance analysis, performance measures results in change requests to s
description, duration, whether milestone is
are reviewed using perform integrated change control process
* Type of change requests are - changes to start/finish dates, activity durations, proj
ess in term of significant events
* Preventive actions may include recommended changes to reduce the probability o
oject manager for monitoring and reporting
variances
* Schedule management plan: To reflect change in the way schedule is managed
* Schedule baseline: In response to change requests related to scope, activity resou
s (level 2) in WBS
* Cost baseline: To reflect changes caused by compression or crashing techniques
of bar represents estimated activity duration.
.4 Project Documents Updates
* Schedule data: New project schedule network diagrams might be developed to dis
ogress reported in the chart
durations and modifications to the work plan
ine running L->R and down to cover duration bar
* Project schedule: An updated schedule will be generated from the updated schedu
Schedule
VarianceProcess Assets Updates
.5 Organizational
m and determines
shortestplan
path it could take to
Schedule
variance =corrective
Earned Value
- Planned
Value
holders
in communication
* Causes
of variances,
actions
taken and
reasons, other lessons learned fr
SV = EV - PV
rehensive summary activity (hammock
critical path,
riskier
thedisplayed
project is.
PMbar
has Schedule Performance Index
pendent
work more
packages
and
om
Schedule variance = Earned Value / Planned Value
without delaying the project end date or
SV = EV / PV
without
delaying early start date of its successor
es
edecessor
) out work and managers who need
ers
carrying
ithout delaying externally imposed project
E
EF
S Activity name
oat
ate projects critical path. Often
includes start and
(Float)
LS
LF
for all
activities relationship
line,
precedence
to identify
or all activities
sh & late finish is defined as float
of-date or status date
e many critical paths. Though, it is not desirable
edule
ureviewed
would compress
the
schedule. Negative
by project
management
team float
or LF value to take for the calculation in the next

eard pass, use the SMALLER one.
schedule as well as info gathered during the
mptions, constraints
on)
d/non-leveled, with/without imposed dates)
e leveling
Control Schedule
TOOLS & TECHNIQUES.1 Performance OUTPUTS.1

Reviews.2 Variance
Work Performance
Analysis.3 Measurements.2
Resource Leveling.4
Change
What-if
Requests.3
ScenarioProject
Analysis.5
Manageme
Applyin
s of the project schedule

t cause changes - being proactive and using preventive measures to avoid schedule
m that alerts project manager whenever a change threatens the schedule

utting them through project's change control system
ponent of Perform Integrated Change Control process
ule variances will impact the schedule. For example, a delay to a noncritical path task
chedule and might not need corrective action. Use caution here, thoughif a delay
th task or its duration is increased for some reason, that task can actually become part
to critical path tasks will always cause delays to the project completion date and
Careful watch of the variances in schedule start and end dates helps you control the
project.
Plan
baseline and schedule management plan
ntains baseline start and finish dates and provides basis of measuring and reporting
describes circumstances in which schedule changes are allowed and how these
After scheduled change requests are approved, they become another input of
lop Schedule
dule for updates, completed activities and started activities as of the indicated data
nformation
t and Manage Project Execution
een performed?
and durations of the activities
e dates and durations
ss Assets
ck in line for
withmanaging
schedule and
and controlling
change schedule
to match with actual performance
uidelines
schedules
ing methods
s
schedule performance i.e. actual start and finish dates, percentage of work unfinished
rk diagrams to assess performance allows to determine whether delays effect critical
used to assess magnitude of schedule variations

uling method is used, comparing buffer remaining to the buffer needed to protect the
ermine schedule status
gnitude of variation from original schedule baseline

also an essential planning component to evaluate project time peformance
ether corrective or preventive action needs to be taken
to baseline to reflect current project realities

es used in developing project schedule are used in controlling variance also
n of work among resources

alysis
narios to bring the schedule into alignment with the plan
Lags
gs is used to find ways to bring project activities that are behind into alignment with
on
easurements
ities, like monitoring and measuring performance, may result in updating schedule
mt plan component. To estimate degree of schedule impact and severity of the
to calculated. These need to be calculated and communicated to stakeholders
alysis, performance measures results in change requests to schedule baseline which

m integrated change control process
sts are - changes to start/finish dates, activity durations, project milestones
y include recommended changes to reduce the probability of negative schedule
Plan Updates
nt plan: To reflect change in the way schedule is managed
response to change requests related to scope, activity resources or activity durations
ct changes caused by compression or crashing techniques
Updates
roject schedule network diagrams might be developed to display approved remaining
ns to the work plan
pdated schedule will be generated from the updated schedule data
ss Assets Updates
Earned Value
- Planned
Value
corrective
actions
taken and
reasons, other lessons learned from scope control
Index
Earned Value / Planned Value
Understanding Cost Management

Covered in this column
* Contents of Cost Management Plan
* Types of Costs
Planning Process Group

* Estimates Cost
* Process of forecasting what each project activity will cost based on resources required to complete it
* Determine budget
* Process of adding up estimated costs for each activity or work package to get an estimated budget for
entire budget
Monitoring & Controlling Process Group
* Control costs
* Process of keeping actual costs and planned budget in line
* Involves influencing factors that cause cost variances and manage changes to the budget
* Project cost management should consider stakeholder requirements for capturing costs.
* Project cost management is primarily concerned with cost of resources needed to complete project activities
* Ability to influence costs is greatest at the early stages of the project, making early scope definition
critical
* The work involved in performing Project Cost Management knowledge area is preceded by generating Cost
Management Plan which part of Develop Project Management Plan
* Cost Management Plan sets out format and establishes criteria for planning, structuring, estimating,
budgeting and controlling project costs
* Cost Management processes and their associated tools and techniques are established during project life
cycle
* Cost Management Plan contains

* Level of Accuracy: Rounding of data to a prescribed precision based on scope of the activities and
magnitude of the project and may include amount of contingencies
* Units of Measure: Unit used in measurements is defined for resources (staff hours, days, weeks)
* Organizational Procedure Links: WBS provides framework for cost management plan which allows for
consistency with estimates, budgets and control of costs. The WBS component used for project cost
accounting is called control account which is linked directly to accounting system using unique code identifier
* Control Thresholds: Variance thresholds for monitoring cost performance to indicate amount of
variation to be allowed before action needs to be taken. Expressed as % deviations from baseline plan
* Rules of Performance Measurement: Earned Value Management rules are set.
* Define WBS and points at which measurement of control accounts will be performed
* Establish EVM techniques (weighted milestones, fixed formula, % complete)
* Project EAC and other forecasting methodologies
* Reporting formats: frequency and format of cost reports
* Process Descriptions: Descriptions f Estimate, Budget and control costs
* Types of costs
* Direct cost: include dedicated labor, material, supplies, equipment, licenses, fees, training, travel, or
professional service fees
* Indirect cost: Example, if a color printer is shared by several project teams, its difficult to definitively
determine what percentage of costs each should share.
* Variable cost: fluctuate and can't be predicted with absolute certainty. For example, travel or
transportation costs that can change depending upon the cost of fuel or certain commodities and types of raw
materials.
* Fixed cost: are static throughout the project or have only a small likelihood of fluctuation. Fixed costs are
usually for items such as rents, leases, licenses, salaries, and fixed fees
* Factors affecting costs
* Risks: During early phases, the greatest risk to budget accuracy is usually that the scope, activity, and
constraints arent fully known
* Total Cost of Ownership/Life-Cycle:
* Cost of Quality: Cost that is incurred to achieve required quality
* Marketplace Conditions
Estimate Costs
(Planning)
INPUTS.1 Scope Baseline.2 Project Schedule.3
TOOLS &Risk
TECHNIQUES.1
Register.4 Human
Expert Resource
Judgment.2
Plan.5
Analogous
Enterprise
Estimating.3
Environmental
Parametric
Factors.6
Estima
Or
HOME
KEY ASPECTS
* Estimating involves developing of approximation of cost needed to complete project activities i.e. costs of
resources like labor, materials, equipments, services, facilities, categories like inflation allowance, contingency
costs...
* Estimates are prediction based on information known at that point of time
* Estimates are expressed in units of currency or units of measure (staff hours)
* Accuracy of Estimates:
* Rough order of magnitude estimate ROM: This type of estimate is made during initiating process.
Typical range is +/-50 percent from actual. These are usually top-down estimates made by expert judgment.
* Budget estimate: This type of estimate is made during Planning phase. Typical range is -10 to +25
percent from actual.
* Definitive estimate: This type is the most accurate estimate. Later during the project estimates will
become more refined, some PMs use the range of -5 to +10 or -/+10.
* Benefits
* Identifies funding requirements
* Establishes cost baseline
INPUTS
.1 Scope Baseline
Input from ---> Create WBS
* Work Breakdown Structure (WBS) - Each work package provides basis for cost estimation. WBS is
developed progressively using rolling-wave planning, and as a result project's cost estimate baseline is also
often refined progressively
* WBS Dictionary - this contains work description, milestones, work to be done that are needed to estimate
costs like resource req. and dependencies
* Scope Statement - This document is aimed at stakeholders and while estimating costs it provides product
desc, acceptance criteria, key deliverables, project boundaries, assumptions, constraints. One basic assumption
made during estimation is whete estimates will be limited to direct costs only or includes indirect costs.
Common constraints are limited budget, required delivery dates, available skilled resources etc.
.2 Project Schedule
* Contains planned dates for performing schedule activities and info about what resources are needed and for
how long
* Helps in estimates costs for staff, material, location, equipment
.3 Human Resource Plan
Input from ---> Plan Human Resources
* Plan contains staff req. of project and helps to estimate costs for same. Also considers costs of training
staff , recognition, awards etc
.4 Risk Register
Input from ---> Identify Risks
* Risk register should be reviewed to consider risk mitigation costs.
* Risk registers documents risks, impact on project, severity, likelihood when risk will be realized. Risk
response plan is important while estimating costs
* Exam: As a general rule, when project experiences negative risk event, the near term cost of project will
usually increase and there will be delay in project schedule
* Market conditions: regional/global supply and demand conditions greatly influence resource costs
* Published Commercial Info: Resource cost rate info available from commercial databases, published seller
lists
* Historical information
* Lessons learned
* Cost estimating policies
TOOLS & TECHNIQUES

.1 Expert Judgment
* Estimates are influenced by variables such as labor rates, material costs, infaltion risk factors etc. Expert
judgment guided by histroical info provides valuable insight about the env and info from prior similar projects
* Also determines whether to combine methods of estimating and how to reconcile differences b/w them
.2 Analogous Estimating
* Also known as top-down estimating
* When you use costs of previous project to forecast costs for current project (when projects are similar)
* Based on parameters such as scope, cost, budget, duration, size, weight, complexity from previous similar
project is used as basis for estimating for current project
* Gross value estimating approach, sometimes adjusted for known differences in complexity
* Frequently estimate project duration when there is limited info about the project (like in early phases)
* Less costly and less time consuming and less accurate
* Combines expert judgment with historical info from similar projects completed in past
* Applies to entire project or segment of a project and used in conjunction with other estimating methods
.3 Parametric Estimating
* Statistical relationship between historical data and other variables to calculate estimate for activity
parameters
* Estimate costs using parameters related to project like scope, cost, budget, duration
OUTPUTS
* Can provide high level of accuracy depending on sophistication and underlying data built into the model
.1
Cost
Estimates
.4 Activity
Bottom-up
Estimating
to --->
Determine
Plan Procurements;;
Identify
Risks
*Input
Involves
estimating
costs budget;;
at work package
in WBS. Costs are
estimating
at activity level of work packages
* Quantitative
valuations
of how
much costs
and
then rolled them
up at work
package
level required for carrying out a project
Depends
on Estimates
direct costs (PERT)
like material, equipment, labor, services and might include indirect costs
.5 *Three
Point
* Can
in detailActivity
or summarized
Referbe
Estimate
Duration process and replace time with cost in formula
.2
of Estimates
.6 Basis
Reserve
Analysis
to ---> Determine
Budget
*Input
Cost estimates
may include
contingency reserves/allowances to account for cost uncertainity
* Detailed
explanation
of of
factors
on which
cost estimate
This reserve
may be %
estimated
cost,activity
fixed number
or mayisbebased
developed by quantitative analysis
* Details like activity scope of work, documents how on what basis cost was estimated, assumptions made,
methods
constraints,
ofproject
possible
* As morerange
info on
is estimates
available, contingency reserve may be used, reduced or eliminated
.3 *Project
Document
Updates
Contingency
reserves
part of funding requirements
* Like
risk registers
* Budget
reserveor any documents impacted because of changes in cost
* Contingency reserves (for known risks)
* Mgmt reserves (for unknown risks)
.7 Cost of Quality (COQ)
* Describes costs associated with confirming projects quality req. includes costs of failing to meet the req.,
rework until quality req. are met
.8 Project Management Estimating Software
* Spreadsheets, Cost Simulation models
.9 Vendor Bid Analysis
. Vendors submit their bids or quotations for work on a project and these quoted costs are compared to arrive
at market related cost estimate
Determine Budget
(Planning)
OUTPUTS.1 Activity Cost Estimates.2 Basis
INPUTS.1
of Estimates.3
Activity Cost
Project
Estimates.2
Document
Basis
Updates
of Estimates.3 Scope Baseline.4 Project Sched
ed to complete project activities i.e. costs of

categories like inflation allowance, contingency
oint of time
re (staff hours)
HOME
KEY ASPECTS
* Aggregating estimated costs of individual activities or work packages to eastablish au
* Baseline includes all authorized budgets, excludes management reserves
* Estimated costs of each activity is converted to realistic cost performance
* Larger projects may be divided into multiple Cost Baselines.
estimate is made during initiating process.

op-down estimates made by expert judgment.
anning phase. Typical range is -10 to +25
ate. Later during the project estimates will

-/+10.
provides basis for cost estimation. WBS is

esult project's cost estimate baseline is also
es, work to be done that are needed to estimate
rs and while estimating costs it provides product

assumptions, constraints. One basic assumption
ect costs only or includes indirect costs.
, available skilled resources etc.
nd info about what resources are needed and for
ment
ts for same. Also considers costs of training
costs.
likelihood when risk will be realized. Risk
e risk event, the near term cost of project will
itions greatly influence resource costs

e from commercial databases, published seller
INPUTS
.1 Activity Cost Estimates
Input from ---> Estimate Costs
* How much each scheduled activity costs to complete? Includes resource costs like
equipment
* Aggregate cost estimates for each activity within a work package to obtain cost es
.2 Basis of Estimates
Input from ---> Estimate Costs
* Document recorded about how you arrived at the cost estimate? E.g: Any basic ass
or exclusions of indirect costs
.3 Scope Baseline
* Scope statement identifies budget limitations (mandated by organization or contra
* WBS shows relationship between the project deliverables and components
* WBS dictionary lists work that needs to occur in each component to complete the p
* All these help in estimating budget more accurately
.4 Project Schedule
* When determining budget, project schedule helps in aggregating costs to calendar
scheduled for
Input from ---> Conduct Procurements;; Acquire Project Team
* Use resource calendars to ensure funds are available when resource costs are due
.6 Contracts
* Contracts provide cost information about resources (like material, services) due to
project
* Policies, procedures, guidelines related to cost budgeting
* Includes cost budgeting tools, reporting methods
material costs, infaltion risk factors etc. Expert

ut the env and info from prior similar projects
and how to reconcile differences b/w them
current project (when projects are similar)

, size, weight, complexity from previous similar
nown differences in complexity

nfo about the project (like in early phases)
projects completed in past

n conjunction with other estimating methods
riables to calculate estimate for activity
e, cost, budget, duration

tion and underlying data built into the model
Identify
Risks
e estimating
at activity level of work packages
ying out a project
vices and might include indirect costs
with cost in formula
es to account for cost uncertainity

ate isbebased
may
developed by quantitative analysis
basis cost was estimated, assumptions made,
ay be used, reduced or eliminated
hanges in cost
req. includes costs of failing to meet the req.,
ct and these quoted costs are compared to arrive
TOOLS & TECHNIQUES

.1 Cost Aggregation
* Cost aggregate means adding together activity cost estimates for each componen
Activity Estimates -> Work Package Estimates -> Control Account Estimates -> P
Contingency Reserves -> Cost Baseline -> Mgmt Reserves -> Cost Budget
.2 Reserve Analysis
* Technique to determine realistic reserves
* Contingency Reserves - account of unplanned changes related to risk events that o
realized risks. These are part of cost performance baseline and total budget
* Management Reserves - Unplanned changes to scope and cost. They are not includ
baseline but included in total budget. Project manager has to seek approval before acc
These are not included as part of earned value measurement calculations
.3 Expert Judgment
* Expert knowledge about project activities and associated costs can help to develop
.4 Historical Relationships
* Based on historical relationships, project managers can use parametric estimating
models for predicting total project costs.
* These models depend on quantifiable parameters to be accurate and available
.5 Funding Limit Reconciliation
OUTPUTS
* Involves arranging time phased budget so that planned expenditures never exceed
.1 *Cost
Performance
Baseline
Variance
between funding
limits and planned expenditures will necessiate resched
toexpeditures
---> Plan Procurements;; Plan Quality;; Develop Project Manageme
theInput
rate of
* Authorized time-phased budget at completion developed as a summation of appro
period
* Displayed in form of S-curve
* In EVM, this is also referred as Performance Measurement Baseline
* Key elements - Work package costs, sub-project costs, total costs, contingency res
* Identifies expected cost of all the work, dates when costs apply
.2 Project Funding Requirements
Input to ---> Control Costs
* Periodic funding requirements derived from cost baseline
* Cost Baseline = ( Projected expenditures + Risk Response Cost ) + Contingency re
* Project Funding Requirements/Cost Budget = Cost baseline + Management reserv
* Funding occurs in incremental amounts that are not continuous (appear as steps)
* Risk registers, cost estimates, project schedule
Determine Budget
(Planning)
TOOLS & TECHNIQUES.1 Cost Aggregation.2
OUTPUTS.1
Reserves
Cost Analysis.3
Performance
Expert
Baseline.2
Judgment.4
Project
Historical
Funding Relationship.5
Requirements.3
Funding
ProjectLimit
Docum
R
osts of individual activities or work packages to eastablish authorized cost baseline

horized budgets, excludes management reserves
activity is converted to realistic cost performance
divided into multiple Cost Baselines.
es
mate Costs
duled activity costs to complete? Includes resource costs like staff, material,
ates for each activity within a work package to obtain cost estimate for work package
mate Costs
bout how you arrived at the cost estimate? E.g: Any basic assumptions like inclusions
osts
e WBS
tifies budget limitations (mandated by organization or contract or govt policies)
ip between the project deliverables and components
ork that needs to occur in each component to complete the project
ating budget more accurately
lop Schedule
dget, project schedule helps in aggregating costs to calendar period that they are
uct Procurements;; Acquire Project Team

rs to ensure funds are available when resource costs are due to be incurred
t information about resources (like material, services) due to be purchased for the
ss Assets
guidelines related to cost budgeting
ng tools, reporting methods
s adding together activity cost estimates for each component in WBS

> Work Package Estimates -> Control Account Estimates -> Project Estimates ->
Cost Baseline -> Mgmt Reserves -> Cost Budget
ne realistic reserves
- account of unplanned changes related to risk events that occur in the project i.e.
art of cost performance baseline and total budget
s - Unplanned changes to scope and cost. They are not included in cost performance
otal budget. Project manager has to seek approval before accessing these reserves.
part of earned value measurement calculations
out project activities and associated costs can help to develop accurate budget
ips
ationships, project managers can use parametric estimating to develop mathematical
l project costs.
on quantifiable parameters to be accurate and available
ciliation
me phased budget so that planned expenditures never exceed planned funds-on-hand
aseline
ding limits and planned expenditures will necessiate rescheduling of work to level out
ocurements;; Plan Quality;; Develop Project Management Plan
ed budget at completion developed as a summation of approved budgets by time
-curve
erred as Performance Measurement Baseline
package costs, sub-project costs, total costs, contingency reserves and due dates
st of all the work, dates when costs apply
uirements
Costs
rements derived from cost baseline
ected expenditures + Risk Response Cost ) + Contingency reserve (known unknowns)
rements/Cost Budget = Cost baseline + Management reserves (unknowns)
emental amounts that are not continuous (appear as steps)
pdates
timates, project schedule
Control Costs
INPUTS.1 Project Management Plan.2 Project
TOOLS Funding
& TECHNIQUES.1
Requirements.3
Earned Work
Vaue Performance
Management.2
Information.4
Forecasts.3Organizational
To-Complete Perform
Proces
HOME
KEY ASPECTS
* Below are the tasks performed in cost control process
* Influencing factors that affect costs
* Ensuring costs expenditures do not exceed authorized funding, by period and in total
* Monitoring work performance againsts funds expended i.e. Actual work (Earned value) vs cost
* Analyzing discrepancies
* Managing changes
* Preventing unapproved changes from being included in the reported costs or resource usage
* Communicating with stakeholders
* Actual cost performance is compared against cost performance baseline. By looking a comparison, project
manager can see how project is performing and when actions may be needed to bring actual and planned costs
back in line.
* Project funding requirements are another input which project manager compares. They are funds that needs to
have available at different times throughout the projects in order to finance the work
* Control Costs is component of Perform Integrated Change Control process
* Control costs to assure that the project budget isn't exceeded (resulting in cost overruns)
* All budget changes should be agreed to and approved by the project sponsor where applicable (the criteria for
approvals should be outlined in the change control system documentation)
INPUTS
* Cost Performance Baseline: Time phased estimate of all project costs including contingency reserves. It
identifies costs of all activities and when costs are scheduled to be incurred. This is compared with actual results
* Cost Management Plan: Describes how costs will be managed and controlled
.2 Project Funding Requirements
Input from ---> Determine Budget
* Total funds required for project at each phase
* Project funding req. are total estimated project costs, as established in cost baseline, including contingency
reserves
* Management contingency reserves are difference between maximum funding and the end of costs baseline
* Status and cost of current and completed project activities
* Includes costs of finished & unfinished deliverables, estimates of when scheduled activities will complete,
analyses of work progress
* Represented in various formats like - bar charts, s curves, histograms, tables, project schedule network
diagrams
* Organizations monitoring and reporting methods, policies related to cost control and cost control tools
TOOLS & TECHNIQUES

More on EVM...
.1 Earned Value Management (EVM)
* Determines how project is performing in terms of project scope, costs and schedule as well as comparing
actual to planned costs and dates.
* It involves comparing what project has earned so far compare (based on work completed) to what it should
have earned
* Three key dimensions: Planned Value (PV), Actual Cost (AC), Earned Value (EV)
* Variances from approved baseline will be monitored: Cost Variance (CV), Schedule Variance (SV)
* Efficiency/Performance indices: Schedule Performance Index (SPI), Cost Performance Index (CPI)
.2 Forecasting
* Some way into the project, the project team foresees future conditions and events, then estimates projects
final actual cost. This is known as estimate at completion (EAC)
.3 To-Complete Performance Index (TCPI)
* Calculated cost performance that must be achieved for remaining work if project has to meet financial goal
set by management such as initial budget at completion (BAC) or subsequent estimate at completion (EAC).
* TCPI is used by management to decide whether to revise EAC so that project can be completed
.4 Performance Reviews
* Reviews of project status and progress. Performance is assessed in terms of cost, schedule, technical
performance and risks
OUTPUTS
* This techniques gives us raw info that is used in techniques such as
.1 Work
Performance
Measurements
* Trend
analysis: Determines
whether project performance is improving or worsening over time by
* Cost andanalyzing
scheduleproject
performance
SV,the
CPI,
SPI)
periodically
results.(CV,
Using
historical
results, trends are determined.
* It's
reported
to stakeholders
* Earned
value
managementand an input to report performance process
.2 Budget
Forecasts
* Variance
analysis
Calculated
EAC or bottom-up estlimated EAC is documented and communicated to stakeholders
.5 *Variance
Analysis
.3 *Change
Requests measurements (CV, CPI) are used to assess magnitude of variation to the original cost
Cost performance
* Review of variance analysis, performance measures results in change requests to schedule baseline which
baseline
are* reviewed
using perform
integrated
change
control
Involves identifying
differences
between
actual
andprocess
budgeted cost performance and find the cause of
.4
Organizational Process Assets Updates
variance.
* Causes
of variances,
corrective
actions
taken
reasons, as
other
lessons
from costi.e.
control
The % range
of acceptable
variances
will
tendand
to decrease
more
work learned
is accomplished
the larger %
.5
Projectallowed
Management
Plan
variances
at start of
the Updates
project can decrease as project nears completion
Cost performance
baseline
and cost management plan
.6 *Project
Management
Software
* Schedule
or required
resources
Used to monitor
the three
EVM dimensions (EV, PV, AC) to display graphical trends and forecasts
* Might result change in project scope (dramatic though)
.6 Project Documents Updates
* Updates to cost estimates, basis of estimates
olling)
OUTPUTS.1 Work Performance Information.2 Budget Forecasts.3 Change Requests.4 Organizational Process Asset Updates.5
ng, by period and in total

Actual work (Earned value) vs cost
reported costs or resource usage
e baseline. By looking a comparison, project

may be needed to bring actual and planned costs
manager compares. They are funds that needs to

r to finance the work
trol process
(resulting in cost overruns)
project sponsor where applicable (the criteria for
mentation)
project costs including contingency reserves. It

be incurred. This is compared with actual results
aged and controlled
ablished in cost baseline, including contingency
maximum funding and the end of costs baseline
es of when scheduled activities will complete,
istograms, tables, project schedule network
elated to cost control and cost control tools
More on EVM...
ope, costs and schedule as well as comparing
re (based on work completed) to what it should
, Earned Value (EV)

ariance (CV), Schedule Variance (SV)
x (SPI), Cost Performance Index (CPI)
conditions and events, then estimates projects
aining work if project has to meet financial goal

or subsequent estimate at completion (EAC).
AC so that project can be completed
ssed in terms of cost, schedule, technical
such as
e is improving or worsening over time by
s, trends are determined.
ance process
d and communicated to stakeholders

ss magnitude of variation to the original cost
in change requests to schedule baseline which
ed cost performance and find the cause of
other
lessons
from costi.e.
control
as
more
work learned
is accomplished
the larger %
nears completion
display graphical trends and forecasts
Understanding Project Quality
* Modern quality management complements project management.

* Customer Satisfaction: Conformance to requirements and fitness for use
* Prevention over Inspection: QUALITY MUST BE PLANNED IN, NOT INSPECTED IN.
* Continuous improvement: Plan-do-check-act cycle for quality improvement
* Management Responsibility: Along with project team members, management has responsibility to provide
resources needed to succeed
* Different aspects of project quality are
* Defining quality policies
* Setting quality objectives
* Assigning roles and responsibilities
* Implementing a quality management system
* Monitoring and improving process effectiveness
* Quality: Degree to which a set of inherent characteristics (i.e. project) fulfill requirements. E.g. High Quality no defects, readable manual. Low Quality - Many defects, poorly organized manual
Grade: Category assigned to products having same functional use but different technical characteristics (#
of features). E.g. Low grade - limited # of feature, High Grade - numerous features
* Quality level that fails to meet requirements is always a problem, low grade may not be.
* Accuracy: Describes how close a measurement is to its true value
* Precision: Describes how repeatable the measure is and how many significant digits its measured in.
* Three
associated
with
quality management
per PMBOK)
Preciseprocesses
measurements
are not
necessarily
accurate. A are
very(as
accurate
measurement is not necessarily precise
* Plancause
Quality (Planning process group): Process of identifying quality requirements and standards for
* Special
the
project and
product
and
howleads
the project
will demonstrate
* Unusual
event
outside
ofdocumenting
the process that
to a measurable
changecompliance
in the process.
Perform
Quality
Assurance
(Executing
process
group): Process of auditing quality requirements and
**Though
unsual,
special
causes are
considered
preventable
the
results
from quality
control
measurements
to ensure
appropriate
quality
standards
* E.g:
A backup
generator
failed
to start up during
a power
failure. The
failure
of the backup generator can
Perform in
Quality
Control
(Monitoring
& Control
process group):
Process oftests.
monitoring and
be *prevented
the future
through
regular mechanical
maintenance
and operational
recording
* Commonresults
cause of executing quality activities to assess performance and recommend necessary changes
* A normal event within the process that leads to a measurable change in the process
* To
understand
easily
* Common
causes
result in rare, but tolerable variations. Even if it were possible to remove all possible
* Plan Quality:
Define
quality for
project
and
how it be
willcost
be achieved
common
causes from
a process,
thethe
effort
to do
so identify
would usually
prohibitive.
Perform Quality
Ensure considered
team is following
the processesand
as planned
toas
produce
**Common
causes Assurance:
are thus generally
as non-preventable
accepted
part ofdeliverables
the process
Perform
Quality
Examines
actual
on the
projectaand
deliverables
are
**E.g.
If one
screw Control:
out of every
50,000
from deliverables
a supplier is produced
misthreaded,
it causes
jamensure
in the machine
which
correct
meet the
plannedThe
level
ofwould
quality
must beand
manually
removed.
jam
result in decrease in production (measurable change), but since it
would be cost prohibitive to have all screws individually inspected before they were used in the manufacturing
*process
Failure
Mode
and Effect
(FMEA)
is an analytical procedure in which each potential failure mode
this
is considered
anAnalysis
unpreventable
cause.
in every component of a product is analyzed to determine its effect on the reliability of that component and
the reliability of the product or system as a whole. The intent is to minimize the likelihood of failure and the
effects of any failure.
* Quality Theorists
* Juran: Developed 80/20 principle; Advocated management responsibility; defined quality as "fitness for
use"
* Deming: Developed 14 points to TQM; Plan-do-check-act cycle for continuous improvement
* Crosby: Advocated prevention over inspection; quality as "conformance to requirements"; zero defects
* Plan-Do-Check-Act has been defined by Shewhart and modified by Deming
* Process impovement models include: Malcolm Baldrige, Organizational Project Management Maturity Model
(OPM3), Capability Maturity Model Integrated (CMMI)
* Marginal analysis: As we strive for improving products and processes, we don't want to exceed a point
beyond (unnecessary quality) which the costs of the improvements aren't offset by the anticipated increase in
revenue (sales or profits).
* Just In Time (JIT): To reduce expensive cost of holding inventory, many companies decrease inventory
close to zero. A company using JIT must have high quality practices.
* Gold Plating: is often the teams impression of what is valued by the customer, and the customer might not
agree.
* Six Sigma: quality management philosophy that sets very high standards for quality.
1s = 68.25% 2s = 95.46% 3s = 99.73% 6s = 99.99966%
* Total Quality Management (TQM): Everyone in the company is responsible for quality and is able to make
a difference in the ultimate quality of the product. TQM shifts the primary quality focus away from the product
Quality
management
plan
that is produced
and looks
instead at the underlying process of how it was produced.
Section
A: Quality
control - Process/Kaizen:
Inspecting compliance
to project
standards
* Continuous
Improvement
A philosophy
that stresses
constant process improvement, in
1.
to be in
tested
theMajor
form deliverables
of small changes
products or services
2.
Standards
and criteria
* ISO
9000: Ensures
Companies document what they do and do what they document. It may be an important
3.
Monitoring
controlling
activities
component
ofand
Performance
Quality
Assurance, since it ensures that an organization follows their processes
4. Quality control schedule
Section B: Quality Assurance - Focusing on review and audit processes
1. Processes subject to quality assurance
2. Standards and stakeholders expectations
3. Quality assurance activities
4. Quality assurance schedule
Section C: Continuous Improvement
1. Identify approaches to expand and develop later
2. Total Quality Management
Plan Quality
(Planning)
INPUTS.1 Scope Baseline.2 Cost Performance
TOOLS &
Baseline.3
TECHNIQUES.1
Schedule
CostBaseline.4
Benefits Analysis.2
Risk Register.5
Cost of
Stakeholder
Quality (COQ).3
register.6
Control
Enterpris
Chart
HOME
* Plan Quality
* Helps to determine what quality requirements are relevant to the project and product
* Helps to determine how to satisfy quality standards and to document the quality control processes to be
used
* Plan quality is one of the input for developing project management plan
* Quality is planned after WBS is created during project scope management
* Benefits of planning quality processes
* Increases chance of project success
* Establishes commitment to improve quality
* Helps decrease costs
* Exam: Inspection keeps errors in the product from reaching the customer. Prevention keeps errors from
occurring in the process.
INPUTS
.1 Scope Baseline
* Used to determine quality metrics
* Scope Statement: Provides project description, projects major deliverables and acceptance criteria.
Product scope description will contain details of technical issues and other concerns that can affect quality
planning. Acceptance criteria can increase or decrease project costs and quality costs. Satisfying all acceptance
criteria means needs of the customers have been met
* WBS: identifies deliverables, work packages, control counts used for measuring project performance
* WBS Dictionary: assists in reading WBS and defining technical info for WBS elements
.2 Stakeholder Register
* Helps to identify stakeholders that have particular interest or impact on quality
.3 Cost Performance Baseline
* How much money you can spend on quality related activities
.4 Schedule Baseline
* How much time you can spend on quality related activities
.5 Risk Register (Risk Log)
* Detail document that identifies threatening factors (risks/opportunities) that may have impact on projects
quality
* External - Govt agency regulations, industry and product standards, operating conditions under which
project/product should perform
* Internal - Organization's culture, staff structure, resources could affect quality management plan
* Organizational quality policies, procedures and guidelines
* Historical databases
* Lessons learned
* Quality policy issued by top management that defines quality. If Quality Policy doesn't exist, the
Project Team should write one for this project
TOOLS & TECHNIQUES (Too Long... scroll down)

.1 Cost Benefit Analysis
* Compares COQ for each quality activity is compared to expected benefit
* List and calculate the costs - Direct + Indirect costs
* List and calculate the benefits - Tangible + Intangible benefits
* Compare the results - Compare whether benefits outweigh costs
.2 Cost of Quality (COQ)
* Total cost of all efforts (planned/unplanned) related to quality throughout the product life cycle
* Project decisions can impact COQ as a result of product returns, warranty claims and recalls so the
sponsoring org. may invest in product quality improvement (defect prevention and appraisal) to reduce external
COQ.
* Classified into two groups
* Cost of conformance - Costs incurred to ensure project conforms to required level of quality
* Prevention costs - Costs incurred to prevent customers from receiving a poor quality or defective
product or service (Training, good equipment, taking time to do work right)
* Appraisal costs - Costs incurred to find quality problems and to check product or work processes
meet project req. (testing, destructive testing loss, inspections)
* Cost of non-conformance - Costs incurred when project fails to meet required level of quality. Failure
costs are also called cost of poor quality
OUTPUTS
* Internal failure costs - Before releasing product to customer. Includes costs to rework, fix defects,
.1
Quality
Management
Plan
wastage
due
to internal errors
and unnecessary advertising
* Subsidiary
of project
management
and describes
how
team willLiability
implement
performing
organization's
* External
failure
costs - Afterplan
releasing
product to
customer.
and penalties
cost,
warranty
quality
policy
costs, cost
of developing and distributing fix, support calls, damage control costs
ProvidesCharts
input to PMP and includes quality control, quality assurance and continuous process improvement
.3 *Control
approaches
the project
* Used to for
determine
whether or not a process is stable or has predictable performance
* There
4 formats
ofcommon
plan depending
type of project - Formal, informal, broadly based, detailed
Controlare
charts
have 3
types ofon
lines
Informaland
- For
any internal
project where
is on
familiar
with
the req.
1.* Upper
lower
specification
limits:team
Based
req. of
contract.
They reflect max and min values
* Formal - When customer is formal like large corporations or government agencies
allowed
Broadlyand
based
- Suitable
for limits:
service Set
oriented
and in projects
where products
not
2.* Upper
lower
control
by PMprojects
and appropriate
stakeholders
to reflect need
points
at meet
which
strict
quantifiable
specs
corrective
action will
be taken to prevent exceeding specification limits.
Detailed -or
Necessary
in projects with exact specs like manufacturing, construction or technical projects
3.* Planned
goal value
.2 *Quality
Metrics
For repetitive
processes, the control limits are generally +/- 3s
* Operational
definition out
thatofdescribes
product/project
attributecontrol
and how
quality
controlconsecutive
process willpoints
measure
Process is considered
control when
data point exceeds
limit
or if seven
are
it
above or below the mean (Rule of Seven)
* Measurement
is actual
value and
tolerance
defines
allowable
variations
on the
Used to monitor
management
indicators
- cost,
schedule,
volume,
frequency
ofmetrics
scope changes or other PM
* Qualitywhether
metricsthey
are used
the quality assurance and quality control processes
processes
are inincontrol
E.g: on-time performance, budget control, defect frequency, failure rate, availability, reliability, test
.4 *Benchmarking
coverage
* Process of identifying, understanding, adapting, outstanding practices from other organizations or industries
.3
Checklists
.5 Quality
Design of
Experiments (DOE)
* Structured
tool to verify
set of required
steps has
been performed
(sometimes
provided
by commercial
Statistical method
of determining
relationship
between
factors affecting
a process
and end
results of that
service
process.providers)
* Used
quality control
processthat can be altered to change and optimize process.
Helpsin
inthe
identifying
key variables
.4 *Process
Improvement
This is especially
useful Plan
in early stages of project design such as planning quality to determine number and
* Outlines
analyzing
and improving project management or production processes
types
of testsstrategies
and their for
impact
on COQ
* Areas:
DOE can be used to reduce sensitivity of product performance to sources of variations and also it provides
* Process
Boundaries
- purpose,
end, inputs,
outputs,
owner, one
stakeholders
statistical
framework
for changing
all start,
of important
factors
rather process
than changing
at a time of a process
* Process
Configuration
- Describes
designorofprocess
a process (flow diagrams)
* Provides
optimal
condition
for the product
* Process Sampling
metrics - Metrics to measure performance of a process
.6 Statistical
* Targetsdetermined
for improved
performance
- Guide
process
improvement
* Statistics
based
on inspection
of to
sample
of outcomes.
Theactivities
inspections need to be designed
.5
Project
Updates
during
plan Document
quality process
* Stakeholder
register
Sample frequency
and sizes are determine during Plan Quality
* Responsibility
Assignment
Best to take samples
whenMatrix
population to be tested takes too long time, costs too much or too destructive
.7 Flowcharting
* Graphical representation of process and by examining them carefully, project manager can identify gaps in
workflow that could cause problems and errors
.8 Proprietary Quality Management Methodologies
* Six sigma, lean six sigma, Quality Function Deployment, CMMI etc.
.9 Additional Quality Planning Tools
* Brainstorming, Affinity Diagrams (visually identify logical groupings based on natural relationships), Force
Field Analysis (diagrams of forces for and against change), Nominal Group Techniques (rank brainstormed
ideas), Matrix diagrams (2/3/4 groups of info and show relationship b/w factors, causes and objectives),
prioritization matrices (ranking diverse set of problems and issues by importance)
Perform Quality Assurance

(Executing)
OUTPUTS.1 Quality Management Plan.2
INPUTS.1
Quality Project
Metrics.3
Management
Quality Checklists.4
Plan.2 Quality
Process
Metrics.3
Improvement
Work Performance
Plan.5 Project
Information.4
Document
to the project and product

document the quality control processes to be
gement plan
e management
he customer. Prevention keeps errors from
HOME
KEY CONCEPTS
* Involves executing quality process activities and auditing quality control measures
* Are we following procedures and processes as planned?
* Can we improve the way we are doing the work?
* Purpose is to
* Identify flaws in processes and provide recommendations for process improvemen
* Ensure appropriate policies and work methods are used to fulfill the project custom
* Interacts closely with other processes in the planning process group, executing proce
control process group
* Perform Quality Assurance is an execution process that uses data from Perform Quali
* Provides an umbrella for continuous process improvement, which is an iterative mean
all processes. Continuous improvement reduces waste and eliminates activities that do
allows processes to operate at increased levels of efficiency and effectiveness
* The project team members, the project manager, and the stakeholders are all respon
assurance of the project.
* A separate QA team may be assigned to the project to oversee these processes, in su
provided to the project team
INPUTS
* Quality Management Plan: Contains description of how project management te
major deliverables and acceptance criteria.
quality assurance and quality control for a project
and other concerns that can affect quality
* Process Improvement Plan: Criteria for analyzing processes with a view to enha
osts and quality costs. Satisfying all acceptance project
.2 Quality Metrics
s used for measuring project performance
Input from ---> Plan Quality
nical info for WBS elements
* Define how quality of project attributes and processes will be measured
or impact on quality
* Project performance information is routinely collected as the project progresses
* In conjunction with agreed quality metrics work performance information will be ba
project performance in terms of quality
s
* This information includes technical performance measures, project deliverable stat
costs incurred
.4 Quality Control Measurements
Input from ---> Perform Quality Control
* These are results obtained from quality control activities. During Perform Quality A
used to assess success of quality control methods that have been instituted
portunities) that may have impact on projects
tandards, operating conditions under which
could affect quality management plan
ty. If Quality Policy doesn't exist, the
TOOLS & TECHNIQUES

.1 Plan Quality & Perform Quality Control Tools & Techniques
ected benefit
.2 Quality Audits
* Stuctured, independent review to determine whether project activities comply with
ts
processes and procedures. This method provides following benefits
costs
* The product of the project is fit for use and meets safety standards.
* Applicable laws and standards are adhered to.
ty throughout the product life cycle
* Corrective action is recommended and implemented where necessary.
urns, warranty claims and recalls so the
* The quality plan for the project is adhered to.
ect prevention and appraisal) to reduce external
* Quality improvements are identified.
* Implementation of approved change requests, corrective/preventive actions or d
confirmed
conforms to required level of quality
* Gaps or shortcomings in the process are identified
ers from receiving a poor quality or defective
* Increases chance of sponsor/customer acceptance of the project's product
work right)
* Reduces CoQ to correct any subsequent deficiencies
ems and to check product or work processes
.3 Process Analysis
* Aims to identify where improvements can be made to project processes
t fails to meet required level of quality. Failure
* Uses steps outlined in process improvement plan and determine strategies for imp
* Identify problems, constraints, inefficiencies during process analysis
OUTPUTS
ustomer. Includes costs to rework, fix defects,
* Root cause analysis is one of the technique
.1 Change
Requests
1. Identify
the problem
team
willLiability
implement
performing
organization's
Input
to --->data
Perform
Integrated
Change Control
stomer.
and penalties
cost,
warranty
2. Gather
to describe
the problem
* Change
requeststhe
resulting
from
quality assurance activities propose alterations to
age control costs
3. Determine
possible
causes
ssurance and continuous process improvement processes
to increase
effectiveness
and efficiency of quality related activities in a proje
4. Select
the root
cause
.2 Organizational
Processstrategy/preventive
Assets Updates actions
predictable performance
5. Develop a solution
ormal, informal, broadly based, detailed
* Policies,
processes
often need to be reviewed during a project
6. Testprocedures,
and evaluate
the solution
with
the req.
of
contract.
They reflect max and min values
or government agencies
* Changes to quality management plan leads to changes to project management pla
d
in projects
where products
not
* Schedule management plan and Cost management plan might also get updated
priate
stakeholders
to reflect need
points
at meet
which
n limits.
nufacturing, construction or technical projects
* Updates to quality audit reports, training plans, process documentation
3s
te
and how
quality
controlconsecutive
process willpoints
measure
s control
limit
or if seven
are
e variations
on the
olume,
frequency
ofmetrics
scope changes or other PM
y control processes
, failure rate, availability, reliability, test
g practices from other organizations or industries
ormed
(sometimes
provided
by commercial
ors affecting
a process
and end
results of that
nge and optimize process.

ch as planning quality to determine number and
agement or production processes
ce to sources of variations and also it provides
owner, one
stakeholders
r process
than changing
at a time of a process
w diagrams)
ocess
rovement
omes. Theactivities
inspections need to be designed
ity
o long time, costs too much or too destructive
carefully, project manager can identify gaps in
MI etc.
oupings based on natural relationships), Force

inal Group Techniques (rank brainstormed
hip b/w factors, causes and objectives),
es by importance)

(Executing)
TOOLS & TECHNIQUES.1 Plan Quality &
OUTPUTS.1
Perform Quality
Change
Control
Requests.2
Tools &
Organizational
Techniques.2 Process
Quality Assets
audits.3Updates.3
Process Analysis
Project Manag
ty process activities and auditing quality control measures

edures and processes as planned?
way we are doing the work?
sses and provide recommendations for process improvements via change requests
licies and work methods are used to fulfill the project customer's needs
her processes in the planning process group, executing process group, monitoring &
ce is an execution process that uses data from Perform Quality Control

continuous process improvement, which is an iterative means for improving quality of
improvement reduces waste and eliminates activities that do no add value. This
te at increased levels of efficiency and effectiveness
ers, the project manager, and the stakeholders are all responsible for the quality
y be assigned to the project to oversee these processes, in such case, QA team will be
am
Plan
nt Plan: Contains description of how project management team will implement both
lity control for a project
nt Plan: Criteria for analyzing processes with a view to enhancing their value to
Quality
project attributes and processes will be measured
nformation
nformation is routinely collected as the project progresses
reed quality metrics work performance information will be basis for quantifying actual
ms of quality
des technical performance measures, project deliverable status, schedule progress,
surements
rm Quality Control
ained from quality control activities. During Perform Quality Assurance these will be
quality control methods that have been instituted
rm Quality Control Tools & Techniques
nt review to determine whether project activities comply with org and project policies,
. This method provides following benefits
project is fit for use and meets safety standards.
d standards are adhered to.
recommended and implemented where necessary.
the project is adhered to.
nts are identified.
approved change requests, corrective/preventive actions or defect repairs are
gs in the process are identified

ponsor/customer acceptance of the project's product
ct any subsequent deficiencies
e improvements can be made to project processes

process improvement plan and determine strategies for improvement
nstraints, inefficiencies during process analysis
one of the technique
em
Integrated
Change Control
escribe
the problem
lting from
quality assurance activities propose alterations to policies, procedures or
ossible
causes
ctiveness and efficiency of quality related activities in a project
ause
ssstrategy/preventive
Assets Updates actions
n
processes
often need to be reviewed during a project
e the solution
Plan Updates
anagement plan leads to changes to project management plan
nt plan and Cost management plan might also get updated
pdates
dit reports, training plans, process documentation
Perform Quality Control

INPUTS.1 Project Management Plan.2 Quality
TOOLS &
Metrics.3
TECHNIQUES.1
Quality Cause
Checklists.4
and Effect
WorkDiagrams.2
Performance
Control
Measurements.5
Charts.3 Flowcharting.4
Approved Ch
HOME
KEY CONCEPTS
* Perform Quality Control is concerned with project results both from a management perspective, such as
schedule and cost performance, and from a product perspective.
* Perform Quality Assurance is concerned with assuring that the project is using the correct and most efficient
processes to meet the project requirements; Perform Quality Control is concerned with the accuracy of the
project results.
* Involves measurement, evaluation and documentation of project results to determine whether results meet
project quality standards
* Helps to determine when changes are necessary and ensure changes are managed
* Key concepts to understand for effective control are
* Prevention & Inspection
* Prevention help ensure that no errors in processes occur. Happens throughout the project but particularly
before production starts or processes are implemented
* Prevention aligns with quality assurance which analyzes and continuously improves processes
* Inspection detects and corrects errors before a product is delivered to customer. Takes place after
production activities are complete and processes to develop have been performed
* Inspection aligns with quality control, which analyzes work performance results and recommends defect
repair or corrective action
* Inspection keeps errors in the product from reaching the customer. Prevention keeps errors from
INPUTS
occurring in the process.
.1 *Project
Management Plan
Sampling
Input
from factors
---> Develop
Project
Management
* 3 major
in planning
a sampling
process Plan
are - Size of batch need to be inspected, Size of sample to
* Quality
management
plan describes
how
quality
activities
arerejecting
carried out
represent
the
batch and number
of defects
that
may control
be accepted
before
whole batch
* What
quality reviews
must
What
attributes
will be
during
How problems are
* Attribute
Sampling
- Aoccur?
product
will either
conform
orchecked
not conform
to reviews?
the requirements
recorded?
IdentifySampling
deadlines for
qualityare
reviews
* Variables
- Results
compared to continuous range that defines degree of conformity
.2 *Quality
Checklists
Tolerance
& Control limits
Input
from --->
Plan Quality
* Tolerance
represents
range of allowable deviation from a required standard
* Quality
checklists
guide through
quality
reviews
step by
step go beyond upper or lower control limit
* Control
limits represent
ends of
a tolerance
range.
If values
.3
Quality Metrics
process/product
is unacceptable
* Criteria against which work results are measured during quality reviews
Input from ---> Control Scope;; Control Schedule;; Control Cost
* Create performance metrics when measuring quality to evaluate actual progress compared to planned
progress
* Planned vs. actual technical performance, schedule performance, cost performance
Input from ---> Perform Integrated Change Control
* They can identify new or modified criteria against which quality must be compared
.6 Deliverables
* Actual work results that are measured against quality requirements throughout a project as part of the
process
* Company guidelines on how to perform quality reviews - work guidelines, issue and defect reporting
communication policies
TOOLS & TECHNIQUES

Ishikawa's Seven Basic Tools of Quality (from 1-7 below)
.1 Cause and Effect Diagrams
* a.k.a. fishbone or Ishikawa diagrams, show relationship between effects of problems and their causes
* Also illustrates effect that each proposed solution will have on a problem
* After all possible causes are identified, narrow down most likely causes of a problem
* Why-Why and How-How diagrams may be used in root cause analysis
.2 Control Chart
* Illustrates how process behaves over time and when a process is subject to special cause variation
* Is the process variance within acceptable limits?
* Measures results of project processes over time and against established control limits
* The distribution of data points determines process is performing within prescribed limits
* When a process is outside acceptable limits, the process should be adjusted
* Upper and lower control limit are usually set at +/- 3sigma
.3 Flowcharting
* Illustrates logical sequence of steps, decision points and handoffs of responsibility in a process
* Used for determining whether any process steps are failing and where improvements should be made
.4 Histogram
* Vertical bar charts to help identify and rate the causes of a defect
OUTPUTS
* The Y-axis represents frequency of defects and X-axis represents causes of defects
.1
Control Measurements
.5 Quality
Pareto Chart
toa--->
Quality
Assurance
*Input
This is
typePerform
of histogram
ordered
by frequency of occurence. Rank ordering is used to focus corrective
* Documented measures of how actual project work or deliverables compared to the required quality
action
standards
duringby
quality
planning)
* Causes(defined
are arranged
frequency
to see the causes that are creating greatest number of defects
.2 *Validated
Changes
Cumulative
percentages are also included on the chart
* Any
changed
or repaired
items
are problems
inspected in
and
will be are
either
accepted
or rejected.
Follows
Pareto's
Law - "Most
of the
a project
created
by just
a few vital causes"
* Rejected
items need
reowrk
This is commonly
referred
as 80/20 principle where 80% of problems are due to 20% of causes
.3 *Validated
Limitation:Deliverables
Sometimes frequency of defects is not as important as the impact of defect may have on project
to ---> Verify Scope
.6 Input
Run Chart
* Project
results
meeting
required
quality
standards
Line graphs
that
show data
points
plotted
in the order which they occur
* They
become
process
(refer
Scope
tab)
Run charts
areinput
usedto
toVerify
show Scope
variations
in the
process
over
time or to show trends
.4 *Change
Requests
When processes
are in control, differences in results might occur because of common causes of variances or
Input to --->
specialcause
variances.
* To
address
quality problems
or defects, based
changeon
requests
may and
recommend
alterations
Used
for predicting
future performance
past results
for spotting
trends to project/product
scope
* Enables PM to monitor process by determing whether there is any systematic change in that process over
.5
Organizantional Process Assets Updates
time
* Completed
quality
checklists
Trend analysis
is usually
performed using run charts and involves mathematical techniques to forecast
* Lessons
learned
future
outcomes
based on historical results
.6 *Project
Management
Plan Updates
Used for
monitoring technical
performance, cost and schedule performance
Quality Diagram
management plan
.7 *Scatter
* Process
Improvement
Data illustration
aboutplan
relationship or correlation between two variables in a process
.7 *Project
Document
Updates by relationship between dependent and independent variables
Any correlation
is determined
* Quality
standards
Closer the
points resemble a diagonal line, the closer these variables are related
* Quality
metrics
Dependent
variable is an observed change. Independent variable is always manipulated variable that
* Quality
checklists
invokes
a change
in the dependent variable
* Work
performance
measurements
Relation
can be - Weak
correlation, Strong Correlation, No Correlation
.8 Statistical Sampling
* Involves using mathematical rules for selecting random sample that represents all units of project's output
* Data is then collected from sample that are then selected and tested as defined in projects quality
management plan and hence sample frequency and size must be determined during Plan Quality process
* Appropriate when project output includes batch/lot or when it isn't feasible or wont'be effective to examine
every instance of output
.9 Inspection
* Also known as audit/review/peer review/walk-through. Appropriate for any type of project - large or small
* Involves gathering data about a work activity or finished product
* Involves physically observing, measuring or testing results to verify whether they conform to required
quality standards
* Also used for validating defect repairs
.10 Approved Change Requests Review
* Collecting data from reviewing approved change requests
* Gathering information about approved changes to verify that specified defect repairs, corrective or
preventive actions were implemented as approved
ontrol
olling)
OUTPUTS.1 Quality Control Measurements.2 Validated Changes.3 Validated Deliverables.4 Change Requests.5 Organization P
from a management perspective, such as

.
project is using the correct and most efficient
ntrol is concerned with the accuracy of the
ect results to determine whether results meet
hanges are managed
Happens throughout the project but particularly
and continuously improves processes

delivered to customer. Takes place after
ve been performed
k performance results and recommends defect
customer. Prevention keeps errors from
of batch need to be inspected, Size of sample to

ivities
arerejecting
carried out
ed
before
whole batch
hecked
during
How problems are
ot conform
to reviews?
the requirements
us range that defines degree of conformity
required standard
p
es go beyond upper or lower control limit
ality reviews
trol Cost
luate actual progress compared to planned
mance, cost performance
ality must be compared
rements throughout a project as part of the
rk guidelines, issue and defect reporting
ween effects of problems and their causes

on a problem
kely causes of a problem
e analysis
ess is subject to special cause variation
established control limits

ming within prescribed limits
ould be adjusted
ndoffs of responsibility in a process

and where improvements should be made
defect
sents causes of defects
ce. Rank ordering is used to focus corrective

rables compared to the required quality
e creating greatest number of defects
accepted
or rejected.
eher
created
by just
a few vital causes"
problems are due to 20% of causes
ant as the impact of defect may have on project
h they occur
)ime or to show trends
occur because of common causes of variances or
ay
recommend
alterations
s and
for spotting
trends to project/product
is any systematic change in that process over
olves mathematical techniques to forecast
ule performance
wo variables in a process
ndent and independent variables
variables are related
riable is always manipulated variable that
orrelation
mple that represents all units of project's output

nd tested as defined in projects quality
be determined during Plan Quality process
it isn't feasible or wont'be effective to examine
opriate for any type of project - large or small

oduct
o verify whether they conform to required
at specified defect repairs, corrective or
Introduction
Covered in this column
* Motivation Theories
* Leadership Theories
* Powers of Project Managers
* Leadership Styles
* Project sponsor works with project management team, typically assisting matters such as project funding,
clarifying scope, monitoring processes and influencing others to benefit the project
* Approving project plan, schedule and budget
* Verifying progress
* Chairing the steering committee
* Approving deliverables
* Communicating with stakeholders
* Project management team responsibilities are
* Project management team is subset of project team responsible for project management and leadership
activities such as initiating, planning, executingm monitoring and controlling and closing. Also referred as
core, executive or leadership team
* Providing leadership and management
* Influencing the project team: Influencing HR factors that include team env, geo locations of team
members, communication among stakeholders, interna;/external politics, culutural issues and other such
people factors that may alter project performance
* Modeling professional and ethical behavior
* Human resource responsibilities of project manager are
* Acquiring the right team members
* Developing the members of the project team
* Human
resource
management processes are
* Managing
changes
Developall
human
(Planningwith
process
** Ensuring
humanresource
decisionsplan
are integrated
other group)
project management knowledge areas
* Process
identifying
project
roles,following
responsibilities,
required skills, reporting
* Interaction
ofof
HR
processesand
withdocumenting
other processes
include
situations
relationships,
staffing
management
planWBS, additional team members may be acquired
* After initial
team members
created
Acquire
project
(Executing
process
group)
** As
additional
teamteam
members
are acquired,
their
experience levels could increase of decrease project risk,
* Confirm
availability
of human
resources,
assemble team necessary to complete the project
creating
the need
for additional
risk planning
updates
* During
the process,
project
managersbudgeted,
hire, recruit,
orient
team
* When
activity
durations
are estimated,
scoped
or project
planned
priormembers
to identifying all project team
* Develop
team (Executing
process
group)
members
and project
their compentency
levels, the
durations
may be subjected to change
* Process of improving team members competencies, team interaction, overall team environment to
enhance project performance
* Manage project team (Executing process group)
* Process of tracking team members performance and managing it by providing feedback and resolving
issues
* Involves managing changes to the project team
Motivational Theories
Exam
* Maslow's hierarchy of needs - Abraham Maslow - Needs must be satisfied in a hierarchical order.
* Hygiene Theory - Frederick Herzberg - Work environment (pay, benefits, and working conditions) prevents
dissatisfaction.
* Expectancy Theory - Victor Vroom - Expectation of positive outcomes drives motivation.
* Achievement Theory - David McClelland - People are motivated by achievement, power, and affiliation.
Maslow's Hierarchy of needs
* Maslow presented a hierarchy of deficiency needs that must be met in order for a person to reach his or her
pinnacle. In most cases, each lower need must be met before the next level of satisfaction can be achieved,
and previously satisfied needs are no longer motivating factors for the person.
* LOWER Needs
1. Physiological Needs: Food, water, air, shelter
2. Security/Safety: Stability (political, environmental, financial), personal safety, health
3. Acceptance/Social: Friendship, community, family, intimacy.
HIGHER Needs
4. Esteem: Respect from others, respect of others, self-respect
5. Self-Actualization: is when a person reaches a need for constant personal growth and improvement.
Leadership
Theories
* To reach and
continue self-actualization, Maslow found that three additional factors had to be present:
Exam
1. Cognitive stimulation: Intellectual stimulation, access to knowledge
* Leaders
motivate,
inspire, Access
and create
buyin for
the organization's
strategic vision. Leaders use power and
2. Aesthetic
stimulation:
to imagery,
beauty,
and art
politics
to accomplish A
the
vision.
3. Transcendence:
state
of being beyond the capability
* Managers
are task
oriented and concerned
Characteristics
of self-actualizing
people: with satisfying stakeholder needs.
* Douglas
McGregor's
X: Most people
don'toflike
work.
Don't deny
or avoid Theory
facts Effective
perception
reality
Spontaneous in ideas and actions Creative
*Problem-solving
Douglas McGregor's
Y: other
People
are motivated
to perform
their
best given of
proper
expectations
and
Social Theory
interest in
people
Objective
Trusting
Acceptance
others
Independent
motivation.
with a need for solitude
* William Ouchi's Theory Z: The implementation of this theory increases employee loyalty and leads to high
satisfaction
morale.
Herzberg'sand
Motivation-Hygiene
Theory
* Hygiene
Contingency
Theory:
People
areSupervision,
motivated toGood
achieve
levels of with
competency
and will
continue Paycheck,
to be
factors
(Company
Policy,
relationship
boss, working
conditions,
motivated
after
competency
reached.
Personal life,
Status,
Security,isand
Relationship with co-workers) does not make someone satisfied, but their
absence will make someone unsatisfied. Hygiene factors do not motivate by themselves.
Douglas
McGregor's
Theory X and
Theory YWork, Responsibility, Advancement, and Growth) will
* Motivation
factors (Achievement,
Recognition,
Theory
X but they will not work without the Hygiene factors in place
motivate,
* Managers
believe most
do not
work;
people have
little to no ambition;
supervision;
To really motivate
team people
members,
we like
need
to eliminate
job dissatisfaction
factors need
whileconstant
also providing
won't
actually
perform
the
of their
jobgiving
unless
threatened.
motivating
factors,
such
asduties
recognition
and
team
members activities that are challenging and
*stimulating.
Authoritarian management style
Power
of
Managers
Theory
Y the Project
Victor Vroom's
Expectancy
Theory
http://pmstudycircle.com/2012/01/best-power-of-project-manager
* Managers
believe
people
are interested
their
best
given the
right
proper
If workers
their efforts
are going in
toperforming
be successful
and
rewarded,
they
willmotivation
tend to beand
highly
motivated
Exam
expectations.
and productive.
** Participative
Formal
or Legitimate
Power:
Since
you
are a project
manager
meaning
you
haveare
thispresent:
power. This power
management
style
He
suggested
that employees
are
really
motivated
by goals
only when
three
beliefs
comes
with
the
position
itself;
therefore,
also
known
as
positional
power.
Team
member
will
obey orders from
* Valence: The person wants to achieve the goal.
the
project
manager
they
know
the project
manager
has the formal power and authority to issue
Dr. *William
Ouchi's
Theory
Z
Expectancy:
Thebecause
person believes
it'sthat
possible
to attain
the goal.
orders.
* This
theory is concerned
increasing
employee
loyalty
to their
organizations.
* Instrumentality:
Is thewith
judgment
the person
makes
whether
they
believe that the reward will be given
* It
Reward
Power:
A Reward
is 1980s
something
desire.
Reward
power
is up-to
some extent
with the
came about
in Japan
in the
whenpeople
jobs were
often
offered
for life.
This theory
resultsties
in increased
formal
the an
project
manager.
The
project
manager
will get
the
team
since
team
productivity,
itofputs
emphasis
on Theory
the
wellbeing
of the
employees
both
at support
work and
outside
ofmembers
work, it
David power
McLelland's
Achievement
/ Theory
of three
needs
think
the
project
manager
is and
capable
of rewarding
them
they
perform
well.
Rewards may be monetary
encourages
steady
employment,
it leads
to high
employee
satisfaction
and
morale.
* Thisthat
theory
says
that
people need
achievement,
power,
andifaffiliation
to be
motivated.
(salary
increment,
bonus
and
promotion
etc.)
or
non-monetary
(recognition,
professional
development,
* Achievement motivation is obviously the need to achieve or succeed
appreciation
letter,
day-off
and
picnic
etc.).
Contingency
Theory
(Fred
Fiedler)
* Power motivation
involves
aE.
desire
for
influencing the behavior of others.
** Says
Coercive/Penalty/Punishment
Power:
to
punished.
Punishment
Power
comesand
with
that
people are
tooriented.
achieveNobody
levels
ofwants
competency
and
will continue
to be
motivated
by
this
Need
for affiliation
is motivated
relationship
Workers
want
to get
have
friendships
with their
coworkers
a the
formal
power
of
the
project
manager.
Here,
the
project
manager
will
get
his
teams
obedience
because
the
need
even
after
competency
is
reached.
(Theory
Y
+
Hygiene)
sense of camaraderie with their fellow team members.
team
afraid
if they dont
duties
asdrive
required
the project on
manager,
may get
* The members
strength of
teamthat
members'
desireperform
for eachtheir
of these
will
theirby
performance
various they
activities.
punished.
* Expert Power: Being a subject matter expert itself is a great influential power. Team members will respect
the project manager just for his technical soundness on the subject. They trust him and obey his orders
because they think that the project manager is an expert, has special knowledge on the matter, and knows
how to handle issues. Expert Power is considered to be a positive power that influences the team members to
follow the lead of the project manager. If the project manager does not possess the expert knowledge then it
would be difficult for him to gain respect from the team members.
* Referent Power: If the project manager is well associated with higher management, or has some kind of
connection with some influential people in the organisation, the project manager is said to possess Referent
Power. This power may help a new project manager in the initial stage of the project when he may not have
any other power except formal power; however, he may be perceived as being closely aligned with the top
management.
* Reward and Expert as the most effective forms of power
* Punishment/Coercive as the least effective.
Leadership Styles
* Autocratic/Authoritarian/Directing: Strong style. The PM seeks little or no information from the team,
and is the sole decision maker.
* Bureaucratic/Persuading/Consultative Autocratic: Input is received from selected team members, but
the PM is still the sole decision maker.
* Democratic/Participative/Consensus: Consults team for open discussion and information gathering; uses
help from team to come up with a decision.
* Lassiez-faire/Delegating/Free Reign/Shareholder: (Poor Leadership Style) Little or no information
exchange takes place within the project group. Team has ultimate authority on final decision, hands-off
attitude.
* Transactional: Transactional leadership is really just a way of managing (mangement by exception) rather
than a true leadership style as the focus on the short-term tasks.
* Transformational: A person with this leadership style is a true leader who inspires his or her team
constantly with a shared vision of the future.
Develop Human Resource Plan

(Planning)
INPUTS.1 Activity Resource Requirements.2
TOOLSEnterprise
& TECHNIQUES.1
Environmental
Organizational
Factors.3Charts
Organizational
and Position
Process
Descriptions.2
Assets
Networking
HOME
KEY ASPECTS
* Important consideration should be given to availability of scarce or limited human resources. Other projects
may be competing for resources with the same competencies or skill sets. With these factors, project costs,
risks, quality and other areas may be significantly affected.
* Components of Human resource plan are
* Roles and responsibilities
* Roles & responsibilities of each team member are identified and documented. Additionally, the positions,
skills and competencies required are documented and linked to individuals and groups who will work on the
project
* Reporting relationships between team members are set out
* Staffing management plan
* How staff will be acquired, managed, trained, released?
* Identifies time periods for which each team member will be required and identifies training needs for
individuals and groups working on the project, team building strategies, awards and recognitions
* Details of impact of staffing management plan
INPUTS
* Outline the resources, including types and quantities that are required to complete the schedule activities in
each work package
* Initial human resource and competency requirements are progressively elaborated throughout human
resource planning
* Existing human resources and personnel administration policies, market place conditions, organizational
structure and culture
* Historical info on org structures, templates for creating org charts and roles & responsibilities documents
TOOLS & TECHNIQUES

.1 Organization Charts and Position Descriptions
* Falls into any of three format - hierarchial, marix and text-oriented
* Additionally some are located in subsidiary management plans such as risk, quality, communication
* Objective is to ensure that each work package has an unambiguous owner and all team members know their
roles and responsibilities
* Hierarchial Type Charts
* Organizational Breakdown Structure(OBS)
* Arranged according to org's existing dept with project activities/work packages listed under each dept.
e.g. IT dept, Infrastructure dept
* Shows positions and reporting relationships for the entire project team at a glance, in a graphic top-down
view
* Advantage is speed at which it enables team members to find information, as long as they don't require
lot of detail
* Resource Breakdown Structure
* Breakdown by types of resources (e.g. all electricians and electrical equipments)
* Helpful in tracking project costs and can be aligned with org's accounting system
* Contains resource categories other than human resources
* Matrix Based Charts
OUTPUTS
* Responsibility Assignment Matrix (RAM)
.1 Human
Resource
Plan between work packages/activities and team members
* Illustrate
connections
* This
planitprovides
on howtoproject
resources
should
be defined,
staffed,
managed,
* Make
easy for guidance
team members
check human
all project
activities
for which
a particular
person
is responsible
controlled
and
eventually
released
or all people
associated
with
one deliverable (activities on left, people on top of matrix)
* Roles
and information
Responsibilities
* Detailed
in easy to find format
**Roles
Labelpackages
describing
portion
for listed
which in
person
is accountable.
Defined function such as
Links -work
from
WBS of
to project
resources
org breakdown
structure
testing,
inspecting,
coding toRAM
be performed
by project team
* Low
level or detailed
includes bottom-level
work member
packages from WBS so it contains column for each
Authority - Right to apply project resources, use project funds, make decisions, grant approvals
work*package
**Responsibility
- Work
expected
perform
part ofand
completing
project activities
High level RAM
may show
onlyto
key
projectas
phases
lists departments
rather than individuals
Competency
- Skills needed to
perform project
activities
** RACI
Chart (Responsible,
Accountable,
Consult,
Inform)
* Project
Organizational
Charts
* Lists work
packages from
WBS one side and resources from Org breakdown structure across the top
**Shows
relationship
of project
team members
One ofreporting
the letters
identify roles
& responsibilities
- Responsible, Accountable, Consult, Inform
**One
charteach
withelement
overviewofofwork
entire
project team
detailed
charts
representing
functional
Ensures
in projects
scopeorismore
assigned
to an
individual
who willdifferent
be responsible
for it
groups
within aAssumes
project that one person will be accountable for a work package and more than one person may
* Exam:
Staffing management
be *responsible
for completingplan
the work package
**Timing
and methods
will beeasy-to-use
used to meet
HR requirements
Lot of information
in that
one-page
format
**Seven
components
Does not
give detailare
about positions or how to carry activities
StaffParticularly
acquisition:
How team
members
will be of
acquired
assistance
is req.
from HRD,
budget
* 1.
Exam:
important
when
team consists
internaland
andwhat
external
resources
to ensure
clear
for
acquiring
staff,
location
of team mebers, resources withing org or external hiring or contractors
divisions
of roles
and
responsibilities
2. oriented
Resourceformat
calendar: Resource Histogram chart (# of hours a person/dept will be needed over period
* Text
of time
i.e.known
weekly/monthly)
team members
will be needed for the project
* Also
as position when
descriptions
and role-responsibility-authority
forms to identify when resources will
join/leave
project
* Morethe
detail
with position titles, competencies, qualifications, responsibilities, authority
3. Staff
release
Outlinesexpectations,
methods and accountability,
timelines for releasing
members.
When team
* Team
members
useplan:
for clarifying
decisionproject
makingteam
authority
and roles
members
areused
released
from project
rightinfo
time,
associated
costs current
are no longer
Morale
is
* Can be
for future
projectsatwhen
is the
updated
throughout
projectcharged.
by applying
lessons
improved
learned when smooth transitions to upcoming projects are already planned. A staff release plan also helps
mitigate
human resource risks that may occur at the end of a project
.2 Networking
4. Training needs:
Training/certification
to meet required competencies.
Formal plan for project team
* Formal/informal
interaction
with others in org/industry/professional
env
member
training informally
and "not" stakeholder/user
training
which
is part insight
of project
* Interacting
with others is valuable
way
of gaining
intodeliverables
political and interpersonal
5. Recognition
and rewards:
dynamics
that might influence
staffing effectiveness
6.proactive
Compliance:
Strategies for
complying
with govt
regulations,
union contracts
and other
HR policies
. e.g.
correspondence,
luncheon
meetings,
informal
conversations
i.e. meetings,
events,
trade
7. Safety:
Policies/procedures to protect team members from safety hazards (included in risk register
conferences,
symposia
also)* Useful technique at the beginning of the project. Effective way to enhance project mgmt professional
development during the project and after the project ends
.3 Organizational Theory
* Provides info about how individuals, teams and org units behave
* Organizational structures influence team and individuals behavior. Functional, projectized, matrix
structures affect staffing decisions
urce Plan

(Executing)
INPUTS.1 Project Management Plan.2 Enterprise Environmental Factors.3 Organizationa
HOME
OUTPUTS.1 Human Resource Plan
KEY ASPECTS
* Process of confirming human resource availability and obtaining team necessary to c
assignments
* Following factors should be considered by project management team while acquiring
* Effectively negotiate and influence others who provide human resources for the pr
* Failure to acquire human resources impacts project schedules, budgets, customer
ed and documented. Additionally, the positions, risks
individuals and groups who will work on the
* Assign alternative resources if planned human resources are not available due to c
is no violation of legal, regulatory, mandatory or other criteria
out
* Halo Effect: Halo Effect is the assumption that because the person is good at a tech
a project manager.
ce or limited human resources. Other projects

r skill sets. With these factors, project costs,
be required and identifies training needs for

ategies, awards and recognitions
INPUTS
re required to complete the schedule activities in
* Human Resource Plan: How human resources will be identified, stafeed, manag
released
rogressively elaborated throughout human
* Roles and responsibilities defining the position, skills and competencies required
* Project organization charts indicating number of people required
* Staffing management plan identifies how many resources you need to acquire, skil
cies, market place conditions, organizational
period for which they are needed
* Include availability, costs, abilities, interests, experience of potential team membe
charts and roles & responsibilities documents
* Company location might also affect recruiting processes
* Personnel administration policies, organizational structure
* Documented policies, guidelines, procedures governing staff assignments
* They provide info about departments and processes involved in recruiting, hiring, o
orienting team members
* Organizational policies that dictate recruitment practices are constraints.
ented
ns such as risk, quality, communication
biguous owner and all team members know their
ivities/work packages listed under each dept.
e project team at a glance, in a graphic top-down
o find information, as long as they don't require
d electrical equipments)
org's accounting system
s
and team members

es
should
be defined,
staffed,
managed,
ties
for which
a particular
person
is responsible
people on top of matrix)
n
is accountable.
Defined function such as
breakdown
structure
mber from WBS so it contains column for each
ckages
nds, make decisions, grant approvals
pleting
project activities
ts departments
rather than individuals
orm)
om Org breakdown structure across the top
nsible, Accountable, Consult, Inform
etailed
charts
representing
functional
ed to an
individual
who willdifferent
be responsible
for it
a work package and more than one person may
ments
ities
ed
assistance
is req.
from HRD,
budget
naland
andwhat
external
resources
to ensure
clear
rg or external hiring or contractors
hours a person/dept will be needed over period
d for the project
-authority
forms to identify when resources will
ns, responsibilities, authority
or
releasing
members.
When team
lity,
decisionproject
makingteam
authority
and roles
costs current
are no longer
Morale
is
ghout
projectcharged.
by applying
lessons
eady planned. A staff release plan also helps
oject
dessional
competencies.
Formal plan for project team
env
art
of project
g insight
intodeliverables
political and interpersonal
lations,
union contracts
and other
HR policies
l conversations
i.e. meetings,
events,
trade
from safety hazards (included in risk register
way to enhance project mgmt professional
ehave
ehavior. Functional, projectized, matrix
TOOLS & TECHNIQUES

.1 Pre-assignment
* Involves selecting project team members in advance
* Occurs when specific people were promised as part of the project proposal; project
expertise of particular persons; staff assignments defined within the project charter
.2 Negotiation
* Persuade internal function managers or other project managers to assign people fo
* Need to persuade external org to provide resources on contractual basis. Special c
given to external negotiating policies, practices, processes, guidelines, legal and other
.3 Acquisition
* If in-house team lacks skill sets or lacks resources, acquire external resources by h
subcontract elements of project work
.4 Virtual Teams
* Group of team members working primarily off-site and interact via electronic mean
* Virtual teams can be
* Group of people from same org living in different geographic location
* Add special expertise to the project team though expert is not in the same regio
* Employees who work from home or different shifts/hours or people with mobilit
* Communication planning is important in a virtual team environment. Additional tim
OUTPUTS
expectations, facilitate communications, develop protocols for resolving conflict, includ
.1
Project Staff Assignments
making
Input from ---> Develop Project Team;; Manage Project Team
* After determining elements such as the roles and responsibilities, reviewing recruit
negotiating for staff, project team members are assigned to project activities.
* A project team directory is published listing the names of all project team member
* Include team member names in project organization charts, RAM charts, and other
their assignments or names weren't known when those documents were created
Input from ---> Estimate Activity Resources;; Estimate Actviity Durations;;
Determine Budget;; Develop Project Team
* Resource calendars document time periods when team member can work on the p
* Helps in creating reliable schedule by taking account of team member's schedule c
commitments to other project
* The human resource plan and staffing management plan might require updates to
roles and responsibilities of the staff assigned to the project.
* These documents might require updates throughout the project if you have staff m
a promotion or if they leave for employment in another company

(Executing)
TOOLS & TECHNIQUES.1 Pre-assignment.2
OUTPUTS.1
Negotiation.3
Project Staff
Acquiring.4
Assignments.2
Virtual Teams
Resource Calendars.3 Project Management Plan
man resource availability and obtaining team necessary to complete project
be considered by project management team while acquiring resources

and influence others who provide human resources for the project
man resources impacts project schedules, budgets, customer satisfaction, quality and
ources if planned human resources are not available due to constraints, provided there
gulatory, mandatory or other criteria
is the assumption that because the person is good at a technology, he will be good as
Plan
an: How human resources will be identified, stafeed, managed, controlled and
ties defining the position, skills and competencies required

harts indicating number of people required
plan identifies how many resources you need to acquire, skills they must have and
needed
ental Factors
osts, abilities, interests, experience of potential team members
ght also affect recruiting processes
ion policies, organizational structure
ss Assets
guidelines, procedures governing staff assignments
ut departments and processes involved in recruiting, hiring, outsourcing, training,
s that dictate recruitment practices are constraints.
ject team members in advance

people were promised as part of the project proposal; project is dependent on
sons; staff assignments defined within the project charter
ction managers or other project managers to assign people for your project team
ernal org to provide resources on contractual basis. Special consideration should be
ng policies, practices, processes, guidelines, legal and other such criteria
skill sets or lacks resources, acquire external resources by hiring consultants or

roject work
ers working primarily off-site and interact via electronic means
om same org living in different geographic location

ise to the project team though expert is not in the same region
ork from home or different shifts/hours or people with mobility limitations/disabilities
ing is important in a virtual team environment. Additional time is spent to clear
mmunications, develop protocols for resolving conflict, include people in decision
ments
lop Project Team;; Manage Project Team
ments such as the roles and responsibilities, reviewing recruitment practices, and
ct team members are assigned to project activities.
ory is published listing the names of all project team members and stakeholders.
names in project organization charts, RAM charts, and other planning documents if
es weren't known when those documents were created
mate Activity Resources;; Estimate Actviity Durations;; Develop Schedule;;

velop Project Team
ocument time periods when team member can work on the project
ble schedule by taking account of team member's schedule conflicts, vacation,
ject
Plan Updates
plan and staffing management plan might require updates to document the project
of the staff assigned to the project.
ht require updates throughout the project if you have staff members leave because of
ve for employment in another company

(Executing)
INPUTS.1 Project Staff Assignments.2 Project
TOOLS &
Management
TECHNIQUES.1
Plan.3
Interpersonal
Resource Calendars
Skills.2 Training Needs.3 Ground Rules.4 Recogn
HOME
KEY ASPECTS
* Encouraging trust and agreement among team members
* Creating dynamic and unified team that shares knowledge
* Improving knowledge and skills of team members individually and as a team
* "Project Management Skills, Leadership Styles, Power, Team Building and the Motivation of people are all
concepts that fall into this process."
INPUTS
.1 Project Staff Assignment
* Know who your team members are from project team directory and develop project team
* Human resource plan provides guidance for developing, defining, managing and controlling project's human
resources
* Inputs from HR plan are roles & responsibilities, skills & abilities, project org chart, training needs and
project team development plans
* Staffing management plan tells how and when staffing requirements are met
* Based on team availability in resource calendars, team development activities will be planned
TOOLS & TECHNIQUES

.1 Interpersonal Skills
* Also known as "soft skills" and are important for team development
* Soft skills include such things as leadership, influence, negotiation, communications, empathy, and
creativity
.2 Training
* Includes all activities designed to enhance competencies of project team members
* Formal/Informal training
* Training methods: clasrrom, online, computer-based, on-the-job training from another team member,
mentoring and coaching
* Unplanned training takes place as result of observation, conversation or project performance appraisals
.3 Team Building Activities
* Main goals are to promote trust, open communication, and good team leadership.
* Helps to bring together a collection of individuals with different needs, backgrounds, and expertise, and
transform them into an integrated, effective work unit.
* Team building should definitely be applied in these situations: project initiation, when there is conflict, when
there is a big change to the project and when a new team member joins
* Five stages of team building (Tuckmann ladder of team development/ Tuckman-Jensen Model)
1. Forming: Opening. Team is assembled and told everyone's roles and responsibilities are. They tend to
OUTPUTS
be independent and not as open with each other in this phase. Leadership style: Direct style
.1 Team
Performance
Assessments
2. Storming:
Team
begins to address the project work and make decisions. If team members are not
* Team performance
involves
determining aconflicts
team's effectiveness.
collaborative
and open assessments
to differing ideas
and perspectives,
may emerge. Leadership style: Coaching
* Must
be relevant,
objective
and
basedEnergy
on measurable
criteriaon the work of the project, instead of personal
3. Norming:
Team
is more
settled,
is now focused
* Direct
of performance
based
meetingLeadership
objectives, finishing
on time, and finishing on budget
rivalry
and measures
the need for
team buildingare
begins
toon
decrease.
style: Participating
* Indirect
measures of
performance
job-related
and
people-related
qualities
4. Performing:
Team
membersinclude
trust each
other and
work
well together,
making it the most productive
* Job-related
phase
of the project. Leadership style: Delegating
*5.
the
skills and competencies
complete
assignments
Adjourning:
Final stage. Ittoinvolves
completing
the effectively
project and breaking up the team.
* the ability
to progress
learn quickly
and the
adapt
to new
work situations
* Different
teams
through
stages
of development
at different rates. When new team members
People-related
are* brought
onto the team, the development stages start all over again. It doesn't matter where the team is in
* active
listening
the first
four phases
of skills
the development processa new member will start the cycle all over again.
* coaching
.4 Ground
Rulesskills
* effective of
communication
skills rules - outlines expected behavior from team members, shared
* Advantages
adhering to ground
* low staff
turnover misunderstandings,
rate
responsibility,
decreases
increases productivity
* strong team cohesiveness
.5 Co-location
* effective
making in
and
consensus
* When
projectgroup
teamdecision
works together
same
physical location
* With
strong
indirect
teamofperformance
team is better
equipped to succeed at direct indicators
Benefits
- Good
will, measures
empathy, if
sense
community, aenhanced
collaboration
* Direct
measures
of performance
include
taskroom,
oriented
(i.e. to
how
well
team performs
the tasks necessary
Co-location
strategies
include team
meeting
places
post
schedules,
other conveniences
that to
do
work) communication
or results oriented
close
the outcomes of the work are to the objectives)
enhance
and(how
sense
of community
.2
Environmental
.6 Enterprise
Recognition
and Awards Factor Updates
* Personnel
administration
records -Plan
Record
promotions
ofand
employees
During Develop
Human Resource
process,
rewards
criteria for earning them is planned and
* Employee
training
records management plan.
recorded
as section
of staffing
* Skills
records
Duringassessments
Develop Project
Team process, rewards and recognitions are given to project team or members
* During manage Project team process, performance of individual team members and team as a whole is
tracked.
* Win-lose rewards (zero sum) that only a limited number of project team members can achieve, such as
team member of the month, can hurt team cohesiveness
* Team awards are win-win
eam
Manage Project Team

(Executing)
OUTPUTS.1 Team Performance Assessments.2
INPUTS.1Enterprise
Project Staff
Environmental
Assignments.2
Factors
Project
Updates
Management Plan.3 Team Performance As
and as a team
uilding and the Motivation of people are all
HOME
KEY ASPECTS
* The process involves tracking project teams performance, providing feedback, resolv
changes
* Skills to effectively manage team are - Conflict management, negotiation, leadership
* During this process, performance appraisals are prepared and conducted, issues are
and feedback is given to the team members.
* The main focus here is on individuals and their performance rather than team perform
*
INPUTS
.1 Project Staff Assignments
ory and develop project team
* Project manager uses this info to identify who's on the project team and whose con
monitored and evaluated
fining, managing and controlling project's human .2 Project Management Plan
* Human resource plan (part of Project Management Plan) defines roles, responsibil
ities, project org chart, training needs and
and required level of competency. It provides a clear indication of what is expected of e
* Also includes Project organization and Staffing management plan
irements are met
.3 Team Performance Assessments
* Information gathered as part of team performance assessments enables project m
elopment activities will be planned
resolve problems, reduce conflicts, take steps to improve teamwork.
* Performance is measured in areas such as cost, plan and schedule
* Enables project managers to identify and resolve performance problems, plan futu
make appropriate updates to staffing management plan
* The process assets that effect team management are - company policies and struc
recognition and reward systems (bonus structures, certificates of appreciation, org per
opment
tiation, communications, empathy, and
project team members
-job training from another team member,
nversation or project performance appraisals
good team leadership.

ent needs, backgrounds, and expertise, and
s: project initiation, when there is conflict, when

ber joins
elopment/ Tuckman-Jensen Model)
one's roles and responsibilities are. They tend to
Leadership style: Direct style
nd make decisions. If team members are not
m's
icts effectiveness.
may emerge. Leadership style: Coaching
diaon the work of the project, instead of personal
ctives, finishing
on time, and finishing on budget
dership
style: Participating
eople-related
qualities
k well together,
making it the most productive
ectively
oject
and breaking up the team.
ons
t at different rates. When new team members
er again. It doesn't matter where the team is in
er will start the cycle all over again.
behavior from team members, shared

vity
n
s better
equipped to succeed at direct indicators
ed
collaboration
how
well
team performs
the tasks necessary
o post
schedules,
other conveniences
that to
k are to the objectives)
ployees
criteria for earning them is planned and
ions are given to project team or members

dual team members and team as a whole is
project team members can achieve, such as
TOOLS & TECHNIQUES

.1 Observation & Conversation
* The project management team needs to stay closely involved in the day-to-day ac
order to monitor progress and get first-hand impressions from the team members.
.2 Project Performance Appraisals
* Formalized feedback about the individual's team members contributions to the pr
* The purpose of appraisals is twofold:
1. The team member needs recognized for what he or she is doing well
2. They need honest and direct feedback on where improvements can be made
.3 Conflict Management
* Conflict is the incompatibility of goals, which often leads to one party resisting or b
from attaining their goals
* Conflict management is used for improving productivity and foster positive workin
* Conflict can come from seven main sources, of which the first three account for 50
1. Schedules 2. Priorities 3. Manpower/human resource availability 4. Technical o
5. Procedural or project administration 6. Costs 7. Personalities
* Conflict resolution
* Withdrawing/Avoiding: This occurs when one of the parties gets up and leav
the conflict. It is probably the worst of all the techniques because nothing gets resolved
OUTPUTS
* Forcing: One person forces a solution on the other parties (Win-Lose)
.1 Enterprise
Environmental FactorsIt's
Updates
* Smoothing/Accommodating:
a temporary way to resolve conflict where t
Results of performance
appraisals
or changes
personnel
skillsburied. (Lose-Lose)
are* emphasized
over the areas
of difference
so theinreal
issue stays
.2 Organizational
Process
Assets Updates
* Compromising:
Compromise
is when all parties perform some give-and-take t
* Results of
performance
appraisals
- record
improved
of conflict
resoluti
settlement.
Compromise
may
be necessary
when
time istechniques
scarce or there's
a deadlock
rules,
reward
and win
recognition
strategies,
virtual team management, negotiating techni
resolved.
Neither
neither lose
situation
training
methods
* Collaborating:
Occurs when multiple viewpoints are discussed and shared and
* Templates
- Improveall
templates
for issueof
log,
reports,
performance
ap
opportunity
to examine
the perspectives
theperformance
issue. This will
lead to
true consensu
* Organizational
Standard Process commit
to the decision.
.3 Change
Requests
* Confronting/problem
solving: Best way to resolve conflict. The thinking here
can arise
changes
in project
team
a staffOnce
member
joining/leaving
a
to *a CRs
problem
existsdue
andtothe
facts will
bear out
the like
solution.
the facts
are uncover
.4
Management
Plan
theProject
parties and
the decision
will Updates
be clear. Thus, the solution becomes a permanent one
* Staffing
changes
trigger
updates
tooften.
staffing
management plan and its components
Project
mangers
use this
method
most
(win-win)
org
chart, resource calendar, training needs
Exam:
* Smoothing and withdrawal techniques - temporary results - Not always good
* Forcing, compromise, and confrontation techniques - long lasting results - Might no
all parties
* If conflicts exist between the team members, encourage resolution between them
PM. When that isn't possible, PM will step in and help resolve the matter.
* If conflict escalates, the project manager should help facilitate a satisfactory resolu
addressed early and usually in private, using a direct, collaborative approach.
.4 Issue Log
* Document the issues that keep the project team from meeting project goals.
* Issues can range from differences of opinion to newly surfaced responsibilities that
project team member.
* Each issue should be recorded in the log along with the person responsible for reso
.5 Interpersonal skills
. Leadership - It's about communicating vision of the project in a way that motivate
about establishing direction of the team. There are two different styles
. Task-Oriented - Focus on achieving tasks or objectives of a project. Highly stru
leaders dominate and are socially distant from other team members
. People-Centered - Focus on enhancing group cohesiveness and is a fairly demo
shows considerations for team members needs and encourages participation in decisio
. Influencing Skills
. Persuasion - Ability to articulate your position clearly and convincingly
. Active listening
. Consider others perspectives
. Reaching agreement while maintaining mutual trust
. Effective Decision Making
. Focus on project objectives
. Making use of well defined decision making process, involving the team
. Consider how decisions will affect all aspects of a project
Manage Project Team

(Executing)
TOOLS & TECHNIQUES.1 Observation OUTPUTS.1
and Conversation.2
Enterprise
Project
Environmental
Performance
Factor
Appraisals.3
Updates.2
Conflict
Organizational
Management.4
ProcessIssue
Assets
Log
U
cking project teams performance, providing feedback, resolving issues, managing
age team are - Conflict management, negotiation, leadership, communication

ormance appraisals are prepared and conducted, issues are identified and resolved,
he team members.
n individuals and their performance rather than team performance
ments
this info to identify who's on the project team and whose contributions must be
Plan
(part of Project Management Plan) defines roles, responsibilities, level of authority
petency. It provides a clear indication of what is expected of each person on the team
organization and Staffing management plan
ssessments
as part of team performance assessments enables project manager to identify and
conflicts, take steps to improve teamwork.
s
red in areas such as cost, plan and schedule
gers to identify and resolve performance problems, plan future human resource req.,
to staffing management plan
ss Assets
at effect team management are - company policies and structures related to
stems (bonus structures, certificates of appreciation, org perks)
ersation
ent team needs to stay closely involved in the day-to-day activities of the team in
and get first-hand impressions from the team members.
Appraisals
about the individual's team members contributions to the project.
sals is twofold:
r needs recognized for what he or she is doing well
and direct feedback on where improvements can be made
t
atibility of goals, which often leads to one party resisting or blocking the other party
is used for improving productivity and foster positive working relationships

m seven main sources, of which the first three account for 50%:
rities 3. Manpower/human resource availability 4. Technical opinions
ject administration 6. Costs 7. Personalities
oiding: This occurs when one of the parties gets up and leaves and refuses to discuss
the worst of all the techniques because nothing gets resolved. (Lose-Lose)
on forces a solution on the other parties (Win-Lose)
ental FactorsIt's
Updates
mmodating:
a temporary way to resolve conflict where the areas of agreement
e appraisals
or changes
personnel
skillsburied. (Lose-Lose)
areas
of difference
so theinreal
issue stays
ss Assets Updates
Compromise
is when all parties perform some give-and-take to reach a middle
e appraisals
- record
improved
of conflict
resolution,
ground
may
be necessary
when
time istechniques
scarce or there's
a deadlock
thatimproved
can't be logically
ion lose
strategies,
virtual team management, negotiating techniques, team building and
her
situation
ccurs when multiple viewpoints are discussed and shared and team members have the
emplates
for issueof
log,
reports,
performance
appraisals
the perspectives
theperformance
issue. This will
lead to
true consensus
where team members
rd Process blem solving: Best way to resolve conflict. The thinking here is that one right solution
changes
in project
team
a staffOnce
member
joining/leaving
a team
e facts will
bear out
the like
solution.
the facts
are uncovered,
they're presented to
Plan
on
will Updates
be clear. Thus, the solution becomes a permanent one and the conflict expires.
er updates
tooften.
staffing
management plan and its components - human resource plan,
method
most
(win-win)
ar, training needs
awal techniques - temporary results - Not always good
and confrontation techniques - long lasting results - Might not be always satisfying for
een the team members, encourage resolution between them without intervention of
ble, PM will step in and help resolve the matter.
he project manager should help facilitate a satisfactory resolution. Conflict should be
ly in private, using a direct, collaborative approach.
that keep the project team from meeting project goals.

differences of opinion to newly surfaced responsibilities that need to be assigned to a
recorded in the log along with the person responsible for resolving it.
t communicating vision of the project in a way that motivates and inspires the team
on of the team. There are two different styles
cus on achieving tasks or objectives of a project. Highly structured approach in which
socially distant from other team members
Focus on enhancing group cohesiveness and is a fairly democratic approach. Leader
eam members needs and encourages participation in decision making.
y to articulate your position clearly and convincingly
erspectives
ent while maintaining mutual trust
king
objectives
l defined decision making process, involving the team
isions will affect all aspects of a project
Introduction
Identifying Stakeholders
Plan Communications
HOME
(Initiating)
(Planning)
INPUTS.1 Project Charter.2 Procurement
TOOLS
Documents.3
& TECHNIQUES.1
Enterprise
Stakeholder
Environmental
Analysis.2
OUTPUTS.1
Factors.4
Expert
Stakeholder
Organizational
Judgment
Register.2
Process
Stakeholder
Assets
INPUTS.1 Stakeholder
ManagementRegister.2
Strategy Stakeholder Management Strategy.
* Managing communication requires particular skills - Listening, questioning & probing, educating, setting
expectations, fact finding, summarizing, negotiating, resolving conflict
* Project managers spend most of the time in communication
KEY ASPECTS
KEY ASPECTS
* Project stakeholders are persons/organizations such as customers, sponsors, performing organization and
* Plan communication is the process of determining the project stake
public that are actively involved in the project whose interest may be positively or negatively affected by the
communication apporach i.e. who needs what info, when they will ne
execution or completion of the project
* Communication plan allows PM to document the apporach to comm
* Stakeholder assessent and corresponding strategy should be periodically reviewed during project execution to with stakeholders
adjust for potential changes
* Effective communication: Providing information in the right form
desired impact and achieves the planned objectives
* Efficient communication: Providing only the information needed
* Improper communication planning can lead to delay in message de
wrong audience, lack of communication to some of the required stak
* Horizontal communication among peers; Vertical communica
* Formal written: Complex problems, PM plan, project charter, mem
* Formal verbal: presentations, speeches
* Informal written: email, handwritten notes, text messages, insta
* Informal verbal: Meetings, conversations
* The five process areas of communication management are

* Identify stakeholders (Initiating process group)
* Describe individuals and organizations that the project might affect
* Document information about their interests, involvement, possible impact on project's success
* Actual planning of communication strategy starts only once the stakeholders have been identified
* Plan communications (Planning process group)
* Determine info and communications needs of the projects stakeholders and document it in
communication mgmt plan
* For each stakeholder, determine the types of info needed, the format of communicating the info, who
will prepare the info, and frequency at which info should be distributed
* Distribute Information (Executing process group)
* Send out relevant info to stakeholders using formats that are described in communication mgmt plan
* Formats include status reports, project meetings, review meetings
* Manage stakeholder expectations (Executing process group)
* Involves communicating with stakeholders, meeting their needs, addressing their concerns and meeting
their expectations
* By actively managing stakeholders expectations, increases the likelihood of project acceptance
* Report performance (Monitoring & Controlling process group)
* Collect info about project performance and accomplishments. This refers to factors like cost, schedule,
*scope,
Communication
activity has following multiple dimensions
quality
* Internal
(within
project)
and
(customer,
other projects,
media, public)
* Information
is the
then
reported
toexternal
stakeholders
in appropriate
formats
* Formal (reports, memos, briefings) and informal (emails, ad-hoc, discussions)
* Vertical (up and down the org) and horizontal (with peers)
* Official (annual report, newsletter) and unofficial (off the record)
* Written and oral
* Verbal and non-verbal (voice modulations, body language)
INPUTS
.1 Project Charter
* Can provide info about internal and external parties involved in and affected by the project (sponsors,
customers, team members etc.)
* The following sections of project charter help to identify stakeholders - Roles & Responsibilities, Prepared By,
Project requirements, Milestones and deliverables
.2 Procurement documents
Input from ---> Plan Procurements
* If project is the result of a procurement activity or is based on an established project contract, the parties in
that contract are key project stakeholders (other relevant parties such as suppliers are also part of stakeholders
list)
* These detail projects contractual obligations and stakeholders to whom legal commitments have been made
* Organizational culture, organizational structure, govt or industry standards
* Stakeholder register templates- Identifies all project stakeholders and their details in tabular format
* Lessons learned
* Stakeholder registers from past projects
TOOLS & TECHNIQUES
.1 Stakeholder analysis
* Involves identifying stakeholders and analyzing the effects they may have on a project based on their
relative levels of interest, influence and power and relate their interest/expectations to purpose of the project.
Knowing all the parties who are involved in the project is vital but defining criteria which enable you to
differentiate between them is also important
* Stakeholder analysis involves three main steps
1. Identify stakeholders
* Identify key stakeholders and then identify other stakeholders by interviewing identified stakeholders
until all potential stakeholders are listed
2. Classify stakeholders
* Classify stakeholders according to their levels of power (authority), influence (involvement), impact
(ability to change) and interest (concern)
* Classify using classification grid - Power/influence grid, power/impact grid, influence/impact grid,
salience model (classes of stakeholders based on power - ability to impose their will, urgency - need for
immediate attention, legitimacy)
* Power/interest grid -- Power low + interest low => monitor, Power high + interest low => Keep
Satisfied, power high + interest high => Manage closely, power low + interest high => Keep informed
3. Develop Strategy
OUTPUTS
* Assess stakeholder reaction in various situations in order to plan how to influence them to enhance
.1
Stakeholder
register
their
support
---> Plan Communications;; Manage Stakeholders Expectations;; Collect Requirements;;
.2 Input
Experttojudgment
Identify
Risks;;
Planfrom
Quality
* Expert
judgment
senior management, key stakeholders, project managers, subject matter experts,
* Identity information
- name,
org position, location, role, contact
associations,
industry group
consultants
* Assessment
information
- major req.,
mainindividual
expectations,
potential (interview/one-to-one
influence in the project,
phase interested
Expert judgment
can be obtained
through
consultations
meetings)
or
in
through panel format (focus groups, surveys etc.)
* Classification - internal/external, supporter/neutral/resistor etc.
.2 Stakeholder management strategy
Input to ---> Plan Communications;; Manage Stakeholders Expectations;;
* Includes key stakeholders who can influence the project, level of participation of each stakeholder desired
in the project, stakeholder groups and their management
* Stakeholder management strategy is represented by Stakeholder Analysis Matrix
* Stakeholder, Stakeholder Interests in the Project, Assessment of impact, Potential strategies for gaining
support or reducing obstacles
* Some info might be sensitive and cannot be documented so project manager must exercise judgment while
documenting
HOME
INPUTS
* Identifies all the people whose communication needs must be a
light on what these needs are
.2 Stakeholder Management Strategy
* It is a plan for dealing with stakeholders. It often takes format o
stakeholders likely level of impact on the project. Those with biggest
communication strategy
* Reveals information needs of stakeholders (what they are intere
* Vey tightly linked with Organizational structure, existing project
communication systems, physical proximity of stakeholders, aspects
affect project risk
* Historical information about communication decision systems
* Lessons learned
TOOLS & TECHNIQUES

.1 Communication Requirements Analysis
* This technique determines the information needs of the project s
* Communication req. are defined by combining the type and form
* # of communication channels in project with n stakehold
* Inputs are used for communication requirement analysis
* Internal info needs, external info needs
* Stakeholder info from stakeholder register and stakeholder m
* Stakeholder analysis matrix
* Enterprise environmental factors like - Commercial databases
Existing human resources, Geographical layout, Government or indu
conditions, Organizational culture, Organizational structure, Personne
.2 Communication Technology
* Methods used to transfer info
* Factors that can effect are - urgency of info (immediate needed/f
face/virtual), project duration, expected project staffing (is additiona
.3 Communication Models
* How information travels between sender and receiver?
* Key components of model include:
OUTPUTS
* Encode: translate thought or ideas into language understood b
.1 Communication
Management
PlanOutput of encoding
* Message and feed-back
message:
Input
to --->
Develop
Project
Management
Plan;; Plan Risk
* Medium:
Method
used
to convey
the message
* Detailed
guide to the
must be used for transferrin
* Noise: Anything
thatstrategies
interferesthat
transmission/understanding
of
* Part of project
background
info) management plan or subsidiary of it
* Usually
provides
- stakeholder
comm
freq., responsibility
of
* Decode:
Translate
message back
to req.,
meaningful
thought/ideas
or *technologies
used, escalation
process,
glossary,
charts or wo
Sender is responsible
for making
the info
clear flow
and complete
so
constraints
etc.), templates for emails, project st
conforming (policy,
that it istechnology
properly understood
.2 *Project
Document
Updates
Receiver
is responsible
for making sure that the info is received
* Project schedule
acknowledged
* Stakeholder
register
Sender should
be aware of these factors: About 55% of commun
* Stakeholder
management
strategy
mannerisms)
so most
of what communicated
is nonverbal. Pitch and
convey a message
.4 Communication Methods
* How info is shared among project stakeholders?
* Interactive communication: Meetings, phone calls, video con
parties
* Push communication: Letters, memos, reports, emails, faxes,
recipients who need to know the info. This ensures info is distributed
* Pull communication: Intranet sites, e-learning, knowledge rep
info or for large audiences that requires recipients to access the cont
Plan Communications
Manage Stakeholder Expectations
HOME
HOME
(Planning)
(Executing)
(Executing)
TOOLS & TECHNIQUES.1 Communication
OUTPUTS.1
Requirement
Communication
Analysis.2 Communication
Management
INPUTS.1
Plan.2
Technologies.3
Project
ProjectManagement
Document
Communication
Updates
Plan.2 Performance
Models.4
TOOLS & Communication
TECHNIQUES.1
Reports.3 Organizational
Communication
Methods
OUTPUTS.1
Process
Methods.2
Assets
Organizational
Information Distribution
Process Assets
INPUTS.1
Tools
Updates
Stakeholder Register.2 Stakeholder
TOOLS &
Management
TECHNIQUES.1
Strategy.3
Communication
Project Management
Methods.2 Interpersonal
Plan.4 Issue S
L
KEY ASPECTS
* Involves making the information relevant to project stakeholders available to them, on right time and in the
right format
* Involves executing activities outlined in the communication management plan
* Distributing project information through project status reports, project and review meetings
munication: Providing information in the right format on time. It is effective because it has the
* Responding to unexpected or unplanned requests for information
nd achieves the planned objectives
* Information distribution techniques include
munication: Providing only the information needed
* Sender-receiver models
unication planning can lead to delay in message delivery, communication of sensitive info to
* Choice of media: Oral vs written, formal vs informal, face-to-face vs email
lack of communication to some of the required stakeholders
* Meeting Management techniques
mmunication among peers; Vertical communication up and down the levels of organization
* Presentation techniques
n: Complex problems, PM plan, project charter, memos, communicating over long distances
* Writing Style
: presentations, speeches
* Facilitation techniques
en: email, handwritten notes, text messages, instant messaging
* It's a project manager's professional obligation to hold lessons learned meetings
al: Meetings, conversations
ation is the process of determining the project stakeholder info needs and defining
pporach i.e. who needs what info, when they will need it, how it will be given, and by whom
plan allows PM to document the apporach to communicate most effeciently and effectively
KEY ASPECTS
. Influencing stakeholders
. Resolving issues and concerns
. PMs manage stakeholder expectations to coordinate stakeholder efforts. This enables to keep project w
scope, budget, schedule, achieve projects objective and vision
. Also ensure expectations align to the reality of what a project is going to achieve so that stakeholders a
satisfied with the outcomes
INPUTS
Inputs
. Stakeholder register
. Identify who the stakeholders are and their roles
* Communication management plan specifies who must receive what information, when-how-what format
. Stakeholder management strategy
* Communications requirement matrix - Stakeholders, communication format, frequency, medium,
. Planned approach for managing stakeholders
responsible person, purpose
. Project management plan
. Communication management plan specifies who must receive what information, when and how and
format
* Provide information about projects performance and are outputs of Report Performance process in
. Issue Log
communication knowledge area
. Document or monitor resolution of issues to facilitate communication and ensure common understa
* Status reports and performance reports
issues
* Forecasts (based on work performance measurements) like EAC, ETC (earned value management) should be
. Issues are categorized based on urgency and potential impact. An owner is assigned an action item
available as performance information, any other information which is important for decision making
resolution, target date for closure. Unresolved issues can be source of conflict and project delays
. Change Log
* Templates for communication methods, policies and procedures, historical information, lessons learned
. Document changes that occur during the project
al Process Assets
. Changes along with impact to project in terms of cost, risk, time are communicated to stakeholders
ormation about communication decision systems
. Organizational process assets
ned
. Org communication req, issue management procedures, change control procedures, historical info a
projects
NIQUES
TOOLS & TECHNIQUES
Tools & Techniques
on Requirements Analysis
.1 Communication Methods
. Communication methods
e determines the information needs of the project stakeholders
* Push communication
. Push communication and interactive communication are best way to communicate with stakeholder
on req. are defined by combining the type and format of info needed, value of that info
* Sending information to specific recipients.
. Pull communication is NOT recommended for managing stakeholders
unication channels in project with n stakeholders = n(n-1)/2
* This ensures information is distributed but not necessarily understood or received
. Interpersonal skills
ed for communication requirement analysis
* E.g. letters, memos, reports, mass emails, faxes
. Covers wide range of attributes - motivational, leadership, group management abilities
fo needs, external info needs
* Pull communication
. They include skills involved in
er info from stakeholder register and stakeholder management strategy
* Sending information to people who specifically request it
. Building trust er analysis matrix
* large amount of information accessible to many recipients
. Resolving conflict
e environmental factors like - Commercial databases, Company work authorization systems,
* Recipients choose their part of information to access
. Active listening
esources, Geographical layout, Government or industry standards, Infrastructure, Marketplace
* E.g. intranet sites, e-learning, knowledge repositories
. Overcoming resistance to change
izational culture, Organizational structure, Personnel administration, Project risk, Technology
* Interactive communication
. Management skills
on Technology
* Multi-direction exchange of information. Most Effective. E.g. Meetings, phone calls, video conferencing
. Technical skills - Skills related to processes/tasks to complete work. Essential for PM to justify technic
d to transfer info
.2 Information Distribution Tools
scope changes to stakeholders
can effect are - urgency of info (immediate needed/freq. published status), project env (face-to* Hard copies - Mail/courier
. Conceptual skills - Involved seeing in bigger picture. A PM with good conceptual skills understands ro
ect duration, expected project staffing (is additional training req.?), availability of technology
* Electronic - emails, instant messaging, fixes, web publishing
project in the context of the organization and its industry, considering internal and external environment
on Models
* Verbal - Voicemail, telephone, video and web conferencing
factors into account.
tion travels between sender and receiver?
. Presentation, writing, public speaking and negotiating skills
ents of model include:
OUTPUTS
Outputs
nslate thought or ideas into language understood by others
onfeed-back
Management
PlanOutput of encoding
.1 Organizational Process Assets Updates
. Change requests
nd
message:
Develop
Project
Management
Plan;; Plan Risk Management
* Stakeholder notifications: Resolved issues, approved changes, general project status
. A stakeholder may request for new product feature, call for appropriate corrective or preventive acti
ethod
used
to convey
the message
e
to the
must be used for transferring
the information
in a project
* Project reports: Formal/informal project status reports, lessons learned, issue logs, project closure reports, resolve a quality problem or set up a new subproject to deal with the issue
hing
thatstrategies
interferesthat
transmission/understanding
of message
(e.g. distance,
technology, lack of
t management plan or subsidiary of it
outputs from other knowedge areas
. Project document updates
des - stakeholder
comm
freq., responsibility
of comm., info to be communicated, methods
* Project presentations
. When change requests are approved, project document needs to be updated. As part of managing
anslate
message back
to req.,
meaningful
thought/ideas
sed, escalation
process,
glossary,
charts or workflows
if info can
flow,
communication
* Feedback from stakeholders
stakeholders expectations following documents are updated ponsible
for making
the info
clear flow
and complete
so that receiver
receive
it correctly and for
etc.), templates for emails, project status, meetings etc.
* Project records: Correspondence, memos, meeting minutes,
. Stakeholder management strategy - to be updated when a better way of communication with
ty,istechnology
properly understood
ment Updates
* Lessons learned: Causes os issues, reasoning behing corrective action chosen
stakeholders is identified
esponsible
for making sure that the info is received in its entirety, understood correctly and
ule
. Stakeholder register - when new stakeholders are identified or when existing stakeholders are rep
. Issue log - When existing issues are resolved or new ones are identified
degister
be aware of these factors: About 55% of communication is nonverbal (i.e. physical
management
strategy
. Project management plan updates
most
of what communicated
is nonverbal. Pitch and tone of voice (i.e. paralingual) also helps
. Updates to communication management plan
e
. Organizational process assets updates
on Methods
. Causes of issues, reasoning behind corrective actions, lessons learned
hared among project stakeholders?
communication: Meetings, phone calls, video conferencing. Usually between two or more
Register
-> Identify Stakeholders
the people whose communication needs must be addressed during planning. Also sheds some
se needs are
Management Strategy
-> Identify Stakeholders
or dealing with stakeholders. It often takes format of stakeholder analysis matrix and identifies
y level of impact on the project. Those with biggest impact (+ve or -ve) are center of
trategy
rmation needs of stakeholders (what they are interested)
nvironmental Factors
nked with Organizational structure, existing project management information and
ystems, physical proximity of stakeholders, aspects of the socio-economic environment that
unication: Letters, memos, reports, emails, faxes, voice mails, press releases. Sent to specific
ed to know the info. This ensures info is distributed but does not certify it actually reached.
nication: Intranet sites, e-learning, knowledge repositories. Used for very large volumes of
udiences that requires recipients to access the content at their discretion i.e. download
older Expectations
cuting)
Report Performance
OUTPUTS.1 Organizational Process Assets
INPUTS.1
Updates.2
Project
Change
Management
Requests.3
Plan.2
Project
Work
TOOLS
Management
Performance
& TECHNIQUES.1
Plan
Information.3
Updates.4
VarianceWork
Project
Analysis.2
OUTPUTS.1
Performance
Document
Forecasting
Performance
Measurements.4
Updates
Methods.3
Reports.2
Communication
Budget
Change
Forecasts.5
Requests.3
Methods.4
Organizational
Organizational
Reporting
Process
Systems
Process
Assets
Assets Updates
takeholder efforts. This enables to keep project within

d vision
project is going to achieve so that stakeholders are
HOME
KEY ASPECTS
* Process to collect and distribute performance information of a project
* Enables to assess and communicate project progress and performance and forecast project results
* Format may vary from simple to elaborated
* Simple: Performance information, % complete, status dashboards for scope/schedule/cost/quality
* Elaborated: Analysis of past performance, current state of risks/issues, Wok completed, Work to be
completed. summary of changes approved, forecasted project completion (time and cost)
* Reports are prepared regularly (as defined in communication management plan) or on an exceptional basis
(such as on demand by sponsor)
INPUTS
* Provides information about expected values or baseline for various aspects of the project - scope, cost and
schedule, may also include technical and quality parameters
* Performance measurement baseline represents planned performance of the project
must receive what information, when and how and in what .2 Work Performance Information
* Information is collected about results of activities performed during the project like costs incurred, status of
ate communication and ensure common understanding of project deliverables, schedule progress
ntial impact. An owner is assigned an action item for
Input from ---> Control Scope;; Control Costs;; Control Schedule
an be source of conflict and project delays
* Consists of information that has been analyzed and processed using measurement formulas
* These formulas create metrics that allow to compare actual progress to planned progress (cost, schedule
and technical peformance)
ost, risk, time are communicated to stakeholders
.4 Budget Forecasts
Input from ---> Control Costs
dures, change control procedures, historical info about
* Provide information and estimates on the additional capital required to complete the project (EAC, ETC)
TOOLS
& TECHNIQUES
* Includes
report templates, policies and procedures that defines measures and indicators to be used and
.1
Variance
Analysis
variance
limits
defined
on are best way to communicate with stakeholders
* After-the-fact examination of causes leading to a discrepancy between actual and planned project
aging stakeholders
performance
* Varies based on application area/industry. Common steps are
dership, group management abilities
1. Verify quality of information collected - complete, consistent with past, credible compared to other
project status info
2. Determine the variances
3. Evaluate the impact on the project (cost, schedule, scope, quality performance adjustments)
4. Find sources and detect trends - optional and should be done if appropriate
.2 Forecasting Methods
* Techniques for predicting likely future project performance based on actual performance to date
o complete work. Essential for PM to justify technical
* Time Series: Common. Uses past information as basis for predicting future performance
e.g. Earned Value i.e. EAC (Estimate at completion), ETC (Estimate to complete), linear prediction,
e. A PM with good conceptual skills understands role of a extrapolation, moving average, trend analysis/estimation, growth curve
ry, considering internal and external environmental
* Causal/Economic: Assumes that it is possible to identify the factors influencing the variables that's being
forecast. E.g: Sale of umbrellas are associated with weather conditions
ing skills
Methods include Regression analysis using linear regression and non-linear regression, autoregressive
moving average (ARMA) and econometrics
OUTPUTS
* Judgmental - Draws on intuitive judgments, opinions, probability estimates
.1 Performance
Reports
E.g: Composite
forecasts, market surveys, Delphi method, scenario building, technology forecasting,
e, call for appropriate corrective or preventive action to
Inputby
to analogy
---> Manage Project Team;; Monitor & Control Risks;; Monitor & Control Project Work;;
forecast
deal with the issue
Administer
Procurements;;
.3 Communication
Methods Distribute Information
* Common
formats
are
bar charts, informed
histograms,
S-curves
andoftables
Techniques
to keep
stakeholders
about
progress
the project - status review meetings, reports,
ment needs to be updated. As part of managing
* Variance
analysis, earned value analysis and forecast data is generally included in performance reporting
emails,
memos
dated * Simple
reportuses
with push
% complete
or statustechnique
dashboard or
PM generally
communication
ted when a better way of communication with
Elaborate reports
- Analysis of past performance, current status of risk and issues, work completed, work to
.4 *Reporting
Systems
be *completed,
summary
of to
approved
results
ofproject
variance
analysis, forecasts
Standardized
software
capture changes,
information
about
performance,
store it etc.
and distribute to
re identified or when existing stakeholders are replaced .2
Organizational Process Asset Updates
stakeholders
new ones are identified
* Includes
report formats
used,
lessons
learned
documentation
including
causes
of issues, reason behind
E.g. of distribution
formats
include
table
reporting,
spreadsheet
analysisthe
and
presentations
corrective actions chosen
.3 Change Requests
ons, lessons learned
* The process of analyzing projects performance and reporting on the results often prompts suggestions for
changes to the project management plan
* Change requests take two forms - recommended corrective action (to bring expected future performance of
the project in line) and recommended preventive action (reduce probability of incurring future negative project
performance)
Introduction
* What is project risk?

* Always occurs in future. Surprise or unexpected event
* These are events that might happen
* If risk event occurs, it has an effect on atleast one project objective (schedule, cost, scope, quality)
* Risk may have one or more causes and if it occurs it may have one or more impacts
* Cause can be requirement, assumption, constraint, condition that creates possibility of negative/positive
outcomes
* Negative Risks - Threats. Potential to harm a project and its objectives
* Positive Risks - Opportunities. Can benefit a project's objectives
* Known risks are those that have been identified and analyzed, making it possible to plan responses for those
risks
* Specific unknown risks cannot be managed proactively and team should create a contingency plan
* A project risk that has occured can also be considered issue
* Some of the areas that may be effected by risks are
* Budget and schedule
* Scope and project requirements
* Contracts
* Business, environmental and management
* Technical and hardware issues
* To
managemanagement
risk successfully
- identify as many risks as possible, understand their likelihood, causes and
* Project
processes
impacts
and then plan appropriate responses
* Personnel
* The
six process
areas of risk management knowledge area are
* Political
and legal
* Plan
risk management
(Planning process group)
* Risk
managements
has two roles
* Developuncertainty
risk management
plan
* Reducing
about identifying
risks
* Develop appropriate
strategies for
planning for
andpossible
controlling
throughout
the project
* Determine
responses
risksrisk
that
can't be avoided
Identify
(Planning
process
group)
* In* the
event risks
of risk,
this enables
to eliminate
negative outcomes and take advantage of positive outcomes
Identifying
risks
possible- and
document
in risk register
* Risk* severity
canas
bemany
- high,
low,asmedium
depending
on impact
of the risk to the project
* Perform and
qualitative
risk analysis
(Planning
* Stakeholder
organization's
willingness
to acceptprocess
varying group)
degress of risk is called risk tolerance.
* Explore
impact
and
of each
byare
assessing
and combining
their
of the
occurence
* Risks
that arethe
threats
may
bepriority
accepted
if therisk
risks
within tolerances
and are
in probability
balance with
rewards
and
that impact
may be gained by taking risks
* Perform
quantitative
risk analysis
(Planning
process
group)
* Risk
responses
reflect organizations
perceived
balance
between
risk taking and risk avoidance
Process
ofmoment
numerically
analyzing
impact of risk (like dollar amount, schedule slippage)
* Risk* exists
the
project
is conceived
* Plan risk responses (Planning process group)
* Develop options and actions to enhance opportunities and reduce threats to project objectives
* Monitor and control risks (Monitoring & Controlling process group)
* Implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new
risks, evaluating risk process effectiveness in the project
* Deals with detecting risk events, managing responses, improving risk management
* Appropriate responses of risks

* Increasing the budget
* Adjusting the schedule
* Stacking resources
* Change in scope
* Closing the project prematurely
* Risk categories
* Known unknowns - Risks that can be predicted and therefore mitigated against
* Unknown unknowns - Events that no one identified as risks before they happened
* Risk management is iterative. As the work proceeds and information becomes available, PM updates risk
management documentation - risk management plan and risk register
* This ensures continuous risk management improvements
Plan Risk Management

(Planning)
INPUTS.1 Project Scope Statement.2 Cost
TOOLS
Management
& TECHNIQUES.1
Plan.3 Schedule
Planning Meetings
Management
& Analysis
Plan.4 Communication Management Pl
HOME
KEY ASPECTS
* Defines how to conduct risk management activities for project which is important to ensure that the degree,
type and visibility of risk management are in proportion with both the risks and importance of the project
* Planning risk management process should begin as a project is conceived and should be completed early
during project planning
INPUTS
.1 Project scope Statement
* Contains description of project's deliverables and objectives
* First place to look when identifying extent of risk in the project
* Because it contains clues about how much overall uncertainty project team will encounter as project is
planned and executed
* Project constraints and assumptions provide clues for potential risks
.2 Cost Management Plan
Input from ---> Develop Project Managament Plan
* Document that sets out the format and establishes activities and criteria for planning, structuring and
controlling costs
* How risk budgets, contingencies and management reserves will be reported and accessed
.3 Schedule Management Plan
Input from ---> Develop Project Managament Plan
* Contains directions for reporting and assessing activity duration contingencies
* Should incorporate schedule contingencies for the time taken to analyze new risks and develop appropriate
risk responses
.4 Communications Management Plan
Input from ---> Plan Communication
* Identifies who will be available and to share information about risks and responses and when
* Includes risk attitudes and tolerances that demonstrate degree of risk that an organization is willing to
endure
* Risk tolerance is balance between negative outcomes of a risk and its potential benefits
* Risk categories
* Risk statement formats
* Rules & responsibilities
* Authority levels for decision making
* Lessons learned
* Stakeholder registers
TOOLS & TECHNIQUES

.1 Planning Meetings and Analysis
* Five types of people should attend meetings - project manager, selected project team members and
stakeholders, functional managers, those who are involved, those who have useful information
* Risk management cost elements and schedule activities will be developed for inclusion in budget and
schedule
* Risk contingency reserve application approaches may be established/reviewed
* Risk management responsibilities will be assigned
* Organizational templates for risk categories, definitions like levels of risk, probability by type of risk, impact
by type of objectives, probability and impact matrix will be customized for the project
OUTPUTS
.1 Risk Management Plan
Input to ---> Develop Project Management Plan;; Identify Risks;; Perform Qualitative Risk
Analysis: Perform Quantitative Risk Analysis;; Plan Risk Responses;;
1. Methodology
* Methods that team will use during risk identification and analysis, tools and where to find source of risk
information
* Methods for identifying risks - brainstorming, interviewing SMEs, assumptions analysis, causes of risk
using process flow diagrams and impacts by using cause-and-effect diagrams
* Methods for analyzing risks - probability and impact matrix, probability distributions and simulations
* Strategies for responding to risks - Ranges from avoiding and transferring risks to mitigating and
accepting risks. Depends on nature of risk and risk tolerance of stakeholders
* Methods for monitoring & controlling risks - Status meetings
2. Roles & responsibilities: Describes people who are responsible for identifying risks, their responses
and for activities involved in managing risk
3. Budgeting: Assign resources and estimate the costs of risk management and its methods and
establishes protocols for application of contingency reserve
4. Timing: Include when and how often risk management processes will be performed on a project and
establishes protocols for application of contingency reserve
5. Reporting formats: Describe the content of the risk register and the format of this document
6. Tracking: Includes a description of how you document the history of the risk activities for the current
project and how the risk processes will be audited
7. Risk categories: Technical, quality, performance, organizational, external and project management
risks. Can use previously created categorization framework that might be simple list of categories or structured
into a Risk Breakdown Structure
8. Risk probability and impact: General definitions of probability levels and impact levels are customized
to the project during Risk management process.
* Probability: Likelihood that an event can occur
* Risk impact - Amount of danger or opportunity the risk event poses to a project
* Scales to rate probability and impact - Cardinal (between 0 to 1) and Ordinal (Low, Medium, High)
* Cardinal/linear - very unlikely (0.0), somewhat unlikely (0.3), may happen (0.5), likely (0.7), very likely
(0.9), certain to happen (1.0)
* Ordinal/relative - Low-low (0.05), Low (0.25), medium (0.5), High (0.75), High (1.0)
9. Probability and impact matrix: Risks are prioritized according to their potential implications for
having an effect on project's objectives. Risks are prioritized by using a lookup table or Probability and Impact
matrix
* The specific combinations of probability and impact that lead to rate risks (as high/low/med) with the
corresponding importance of planning responses to risk are usually set by the origanization
10. Revised stakeholders tolerances: The relationship between risk tolerance and definition thresholds
is directly proportional. If risk tolerance is low, thresholds for defining high impact will be low
* Risk Breakdown Structure: Organized depiction of identified project risks arranged by risk category and risk
subcategory that identifies various areas and potential causes of risks. One benefit of RBS is to remind
participants in a risk identification exercise of many sources from which project risk may arise.
ment
Identify Risks
(Planning)
INPUTS.1 Risk Management Plan.2 Activity Cost Estimates.3 Activity Duration Estimate
HOME
OUTPUTS.1 Risk Management Plan
which is important to ensure that the degree,

th the risks and importance of the project
s conceived and should be completed early
KEY ASPECTS
* Determine risks that may affect project positive or negative and documenting charac
* Key Pariticipants - Project manager, selected team members,SME's, end users, other
* All project personnel are encouraged to identify risks
* Identifying risks is an iterative process because new risks may evolve or become kno
through its life cycle
* Format of risk statements should be consistent to ensure ability to compare the relati
against others in the project
* Process should involve project team so they can develop and maintain sense of owne
for risks and associated risk response actions
INPUTS
Input from ---> Plan Risk Management
* Key inputs: roles and responsibilities, provision for risk management activities in b
ect
categories of risk (RBS)
nty project team will encounter as project is
Input from ---> Estimate Activity Costs
tial risks
* Cost estimates are usually expressed in range. The width of range indicates degree
estimate review may indicate whether estimate is sufficient or insufficient to complete
pose risk to the project
s and criteria for planning, structuring and
.3 Activity Duration Estimates
Input from ---> Estimate Activity Durations
will be reported and accessed
* same as cost estimates but with respect to schedule
.4 Scope Baseline
ation contingencies
* Project assumptions in project scope statement will help to identify risks due to un
en to analyze new risks and develop appropriate
* Reviewing WBS will facilitate understanding of risks at both macro and micro levels
categorized at control level or work package level
out risks and responses and when
* List of stakeholders interviewed or participate during identification of risks
ree of risk that an organization is willing to
* Project approach to cost may generate or alleviate risk by its nature or structure
isk and its potential benefits
* Project approach to schedule may generate or alleviate risk by its nature or structu
.8 Quality Management Plan
* Project approach to quality may generate or alleviate risk by its nature or structure
.9 Project Documents
* Assumptions logs, network diagrams, earned value reports, work performance rep
* published information, checklists, benchmarking, academic/industry studies
ger, selected project team members and

se who have useful information
l be developed for inclusion in budget and
tablished/reviewed
levels of risk, probability by type of risk, impact

omized for the project
ify Risks;; Perform Qualitative Risk

Responses;;
d analysis, tools and where to find source of risk
ng SMEs, assumptions analysis, causes of risk

ffect diagrams
atrix, probability distributions and simulations
ng and transferring risks to mitigating and
stakeholders
tings
sponsible for identifying risks, their responses
risk management and its methods and
processes will be performed on a project and
gister and the format of this document

he history of the risk activities for the current
izational, external and project management

might be simple list of categories or structured
obability levels and impact levels are customized
event poses to a project

en 0 to 1) and Ordinal (Low, Medium, High)
(0.3), may happen (0.5), likely (0.7), very likely
0.5), High (0.75), High (1.0)

ccording to their potential implications for
using a lookup table or Probability and Impact
at lead to rate risks (as high/low/med) with the

ally set by the origanization
between risk tolerance and definition thresholds
fining high impact will be low
d project risks arranged by risk category and risk

of risks. One benefit of RBS is to remind
m which project risk may arise.
TOOLS & TECHNIQUES

.1 Documentation Review
* Review of project documentation like plans, assumptions, prev project files, contra
* Consistency between the plans and project requirements and assumptions can be
.2 Information Gathering Techniques
* Brainstorming: With SME's or experts outside the team participate in either freeor structured using mass interviewing techniques (nominal group technqiue). Categorie
can be used as a framework. Risks are then identified and categorized by type of risk a
refined
* Delphi Technique: Way to reach a consensus of experts. Project risk experts part
anonymously. Facilitator uses a questionnaire to solicit ideas about important project ri
summarized and recirculated. Consensus may be reached in few rounds. This techniqu
the data and keeps any one person from having influence on the outcome
* Interviewing: Interview stakeholders, SMEs, team members to identify risks
* Root cause analysis: Specific technique to identify a problem, discover the caus
develop prevention action
.3 Checklists Analysis
* Risk identification checklists can be developed using historical info.
* Lowest level of RBS can also be used as risk checklist.
OUTPUTS
* The checklist should be reviewed during project closure to incorporate new lessons
.1
Register Analysis
.4 Risk
Assumptions
to --->
Perform
Qualitative
Risk apply
Analysis:
Perform Quantitative Risk A
*Input
Explores
validity
of assumptions
as they
to project
Responses;;
Monitor
& project
Control
Risks;;
Estimates
Costs;;
Plan Quality;;
Plan P
* Identifies risks
to the
from
inaccuracy,
instability,
inconsistency
or incomple
Ultimately contains
outcomes of other risk management processes as they are con
.5 *Diagramming
Techniques
* Risk
register
is progressively
elaborated
level diagrams
and type of info contained
Cause
and effect
diagrams:
Ishikawa with
/fishbone
* List
the or
identified
Simple structures
such as EVENT
occur
causing of
IM
System
processrisks:
flow charts:
shows interrelation
amongmay
various
elements
may
occur leading
to EFFECT.
Root causes
are fundamental
conditions
or events
that m
* Influence
diagrams:
Graphical
representation
of causal
influences,
time ordering
more
identified
risks.
They should be recorded and used to support risk identification fo
b/w variables
and
outcomes
List of
potential responses: Potential responses to a risk may sometimes be ide
.6 *SWOT
Analysis
useful
as inputs
to thefrom
Plan SWOT
Risk Responses
process
* Examines
project
perspective
to increase breadth of identified risks by
generated risks
Format
* Steps involve - Identification of SW of organization, identify any opportunities for th
* Risk:ofThe
description,
andorg
a unique
identifier
fordetermine
the risk. degree to which
strength
orgname,
and any
threats from
weaknesses.
Then
* Risk
Owner:
The riskthat
owner
is overcome
the personweaknesses
in charge of monitoring and controlling
threats
and
opportunities
may
Risk category:
.7 *Expert
judgmentThe categorization from the risk management plan that the risk fa
* After
Root interviewing
cause: The core
to the
risk.
with factor(s)
SMEs for leading
identifying
risks,
expert bias should be taken into
* Potential response: Responses to risks are planned in Risk Response Planning, b
may become obvious during risk identification and should be captured in the risk regis
* Impact: The risk register contains the specific details about what will be effected s
* Probability: The probability of the risk expressed as a percentage or on a scale as
management plan.
* Triggers/Symptoms/Warning Signs: Any specific conditions likely to trigger the
the risk is about to occur should be identified. This will help during risk monitoring.
* Risk Score: The probability and impact score for the risk. This is obtained from a
probability x impact) defined in the risk management plan and generated from the pro
matrix.
* Risk Ranking/Priority: This is the prioritization or relative ranking for the risk tha
spent more effectively on the higher priority risks.
* Risk Response: The strategies and activities that will be taken to encourage and
address a negative risk.
* Risk Response Responsibilities: The risk action owners are people who have ri
take.
Secondary Risks: Risk responses can often raise new risks.
* Risk Response Budget: This is the budgeted cost to implement approved risk re
* Risk Response Schedule: The scheduled activities necessary to put the risk resp
* Contingency Plan: These are the actions that will take place should the risk resp
plan also establishes under what criteria it's to be enacted.
* Fallback Plan: The fallback plan is a backup to the contingency plan should it fail
Identify Risks
(Planning)
TOOLS & TECHNIQUES.1 Documentation
OUTPUTS.1
Review.2Risk
Information
Register Gathering Techniques.3 Checklists Analysis.4 Assumptions An
y affect project positive or negative and documenting characteristics of the risk

t manager, selected team members,SME's, end users, other PMs, stakeholders.
encouraged to identify risks
rative process because new risks may evolve or become known as project progresses
s should be consistent to ensure ability to compare the relative ffect of one risk event
ct
roject team so they can develop and maintain sense of ownership and responsibility
sk response actions
an
Risk Management
responsibilities, provision for risk management activities in budget and schedule,
es
mate Activity Costs
ually expressed in range. The width of range indicates degree of risk. The cost
ate whether estimate is sufficient or insufficient to complete the activity and hence
imates
mate Activity Durations
es but with respect to schedule
e Scope
n project scope statement will help to identify risks due to uncertainity in assumptions
cilitate understanding of risks at both macro and micro levels and later risks can be
el or work package level
r
ify Stakeholders
terviewed or participate during identification of risks
an
ost may generate or alleviate risk by its nature or structure
nt Plan
hedule may generate or alleviate risk by its nature or structure
Plan
Quality
uality may generate or alleviate risk by its nature or structure
work diagrams, earned value reports, work performance reports, baselines

mental Factors
, checklists, benchmarking, academic/industry studies
cess Assets
ew
umentation like plans, assumptions, prev project files, contracts, other info
the plans and project requirements and assumptions can be indicators of risk
ng Techniques
SME's or experts outside the team participate in either free-form brainstorm session
nterviewing techniques (nominal group technqiue). Categories of risk (such as RBS)
rk. Risks are then identified and categorized by type of risk and their definitions are
Way to reach a consensus of experts. Project risk experts participate in this technique
ses a questionnaire to solicit ideas about important project risks. The responses are
ted. Consensus may be reached in few rounds. This technique helps reduce bias in the
ne person from having influence on the outcome
ew stakeholders, SMEs, team members to identify risks
s: Specific technique to identify a problem, discover the causes that lead to it and
cklists can be developed using historical info.

an also be used as risk checklist.
e reviewed during project closure to incorporate new lessons learned and improve it
s
Qualitative
Risk apply
Analysis:
Perform Quantitative Risk Analysis;; Plan Risk
sumptions
as they
to project
Control
Risks;;
Estimates
Costs;;
Plan Quality;;
Plan Procurements
project
from
inaccuracy,
instability,
inconsistency
or incompleteness
of assumptions
utcomes
of other risk management processes as they are conducted
ques
ssively elaborated
level diagrams
and type of info contained
agrams:
Ishikawa with
/fishbone
isks:charts:
Simple structures
such as EVENT
occur
causing of
IMPACT
or If CAUSE, EVENT
flow
shows interrelation
amongmay
various
elements
the system
ECT.
Root causes
are fundamental
conditions
or events
that may
give riserelationship
to one or
: Graphical
representation
of causal
influences,
time ordering
of events,
yesshould be recorded and used to support risk identification for future projects.
ponses: Potential responses to a risk may sometimes be identified which would be
Risk Responses
process
mn SWOT
perspective
to increase breadth of identified risks by including internally
fication of SW of organization, identify any opportunities for the project that arise from
ription,
andorg
a unique
identifier
fordetermine
the risk. degree to which org strengths offset
reats
from
weaknesses.
Then
owner
is overcome
the personweaknesses
in charge of monitoring and controlling the risk.
that
may
categorization from the risk management plan that the risk falls within.
e
to the
risk.
h factor(s)
SMEs for leading
identifying
risks,
expert bias should be taken into account
Responses to risks are planned in Risk Response Planning, but potential responses
ng risk identification and should be captured in the risk register.
ster contains the specific details about what will be effected should the risk occur.
bability of the risk expressed as a percentage or on a scale as defined by the risk
/Warning Signs: Any specific conditions likely to trigger the risk or symptoms that
should be identified. This will help during risk monitoring.
ability and impact score for the risk. This is obtained from a formula (usually
ed in the risk management plan and generated from the probability and impact
ty: This is the prioritization or relative ranking for the risk that allows efforts to be
the higher priority risks.
strategies and activities that will be taken to encourage and exploit a positive risk, or
ponsibilities: The risk action owners are people who have risk response actions to
ponses can often raise new risks.

get: This is the budgeted cost to implement approved risk responses.
edule: The scheduled activities necessary to put the risk response into action.
These are the actions that will take place should the risk response fail. The contingency
er what criteria it's to be enacted.
allback plan is a backup to the contingency plan should it fail.
Perform Qualitative Risk Analysis

(Planning)
INPUTS.1 Risk Register.2 Risk Management
TOOLSPlan.3
& TECHNIQUES.1
Project Scope
Risk
Statement.4
ProbabilityOrganization
& Impact Assessment.2
Process Assets
Probability & Impact M
HOME
KEY ASPECTS
* Objective is to prioritize the risks according to their probability and impact and to compare the results against
risk tolerance levels. The levels are related to project constraints and time frames
* Assesses priority of identified risks using their relative probability or likelihood of occurence, corresponding
impact on project objectives if the risks occur, other factors such as timeframe for response, org's risk tolerance
associated woth project constraintas of cost, schedule, scope and quality
* Establishing definitions of the levels of the probability and impact can reduce the influence of bias
* Rapid cost-effective means of establishing priorities for Plan Risk Responses and Perform Quantitative Risk
Analysis
INPUTS
.1 Risk Register
* Provides information about the risks that need to be analyzed
* Risk breakdown structure (RBS) links each identified risk to its category within RBS
* WBS links each identified risk to one or more work packages within the project's WBS
* Description, cause, probability and impact column give additional details about the risks
* Risk management roles & responsibilities - Helps to compile list of attendees to the risk analysis meetings
* Risk analysis budget and schedule - To track time and money spent on risk analysis
* Risk categories - Enables to determine where project risks are concentrated so that risk responses can be
focused in those areas
* Definition of probability and impact, probability and impact matrix - Help to minimize bias while prioritizing
risks
* Revised stakeholder's risk tolerances - helps ensure risks are prioritized appropriately
* Helps to determine if there is large amount of uncertainty surrounding project's deliverables
* Projects of common/recurrent type tend to have more well-understood risks
* Projects using state-of-the-art or first-of-its-kind technology tend to have more uncertainity
* Historical information, studies of similar projects by risk specialists, risk databases available in industry or
proprietary services
TOOLS & TECHNIQUES

.1 Risk Probability & Impact Assessment
* Investigates likelihood that each specific risk will occur, potential effect on a project objectives (+ve or -ve)
* Probabilty and impact are assessed for each identified risk in interviews/meetings. Level of probability for
each risk and its impact on objective is evaluated during these meetings
* Explanatory detail, including assumptions justifying the levels assigned is also recorded
* Risk probabilities and impacts are rated according to the definitions in risk management plan
* Risks with low ratings of probability and impact would be included on watchlist for future monitoring
.2 Probability and Impact Matrix
* Risks are prioritized based on the risk rating which are specified by the organization and customized for the
project during Plan Risk Management process
* An organization can rate a risk separately for each objective (cost, time and scope)
* Risk rating also helps guide risk responses. E.g. Risks that have negative impact on objectives may require
priority action and aggressive response strategies. Threats in low risk zone may not require proactive
management action but might be put on watchlist or adding a contingency reserve
* Probability is usually estimated as a percentage while impact is estimated as a cost, time, or quality
measure.
* Both estimates are usually quite subjective, and given in ranges. For instance, impact might be given only
as "between $25,000 and $50,000" or "between 7 days and 14 days."
OUTPUTS
.3 Risk Data Quality Assessment
.1 *Risk
Register
Ensure
qualityUpdates
of information gathered for identified risks is accurate, unbiased and complete
AfterCategorization
perform qualitative analysis process is completed, risk causes and categories will be updated in risk
.4 *Risk
register
* Reveals areas of project most exposed to risks and inform risk response planning
* Three
Relative
Ranking
or priority
list of
risks:areas
Probability
andeffected,
impact matrix
be used
classify
main
risk categories
- sources
of project
risks, project
might be
project can
phases
risks to
may
risks
occuras high/low/moderate. They may be listed separate for cost, schedule and performance depending on org's
preference
* Grouping risks by common root causes can lead to developing effective risk responses
* Sources
Risks grouped
of risks by categories: Can reveal common root causes of risks or project areas requiring
attention.
Discovering
of risk
may root
improve
the effectiveness of risk responses
* Enables
to groupconcentraton
risks according
to their
causes
* Causes
risk tool
or project
requiring
particular
attention
* RBS isof
useful
to groupareas
risks under
one heading
allows
to find common response for controlling these
* List of risks requiring response in near-term: Risks requiring urgent response and those that can be
risks
handled
at aareas
later date will be put into different groups
* Project
* List
of risks
for additional
analysis
andproject
response:
* Enables
to group
risks according
to their
areasSome risks might warrant more analysis like
quantitative
analysis
* WBS isrisk
useful
tool to group the risks by project areas
* Group
Watchlists
forproject
low-priority
risks by
phases risks
Trends
in qualitative
risk analysis results: As the analysis is repeated, a trend for particular risks may
.5 *Risk
Urgency
Assessment
become
apparent
can each
makerisk
riskshould
response
more with
or less urgent/important
* To assess
howand
quickly
be dealt
* Involves prioritizing risks based on timing (risks that could occur soon are more urgent)
* Other factors considered are probability and impact ratings, warning signs that particular risks are likely to
occur
* Risks can categorized as near-term, mid-term, far-term
* Can be combined with risk ranking determined from Probability and Impact matrix to give final risk severity
rating
.6 Expert Judgment
* Required to assess Probability and Impact of each risk to determine its location in the matrix
* Experts are generally those having exp. with similar projects that occured in no-too-distant past such as
experential and historical information on risks
* Expert judgment accomplished with risk facilitation workshops/interviews. Expert bias to be taken into
account
k Analysis
Perform Quantitative Risk Analysis

(Planning)
INPUTS.1 Risk Register.2 Risk Management Plan.3 Cost Management Plan.4 Schedule M
HOME
OUTPUTS.1 Risk Register Updates
and impact and to compare the results against

s and time frames
lity or likelihood of occurence, corresponding
h as timeframe for response, org's risk tolerance
nd quality
act can reduce the influence of bias
sk Responses and Perform Quantitative Risk
ed
its category within RBS
s within the project's WBS
tional details about the risks
list of attendees to the risk analysis meetings

ey spent on risk analysis
re concentrated so that risk responses can be
matrix - Help to minimize bias while prioritizing
e prioritized appropriately
urrounding project's deliverables

understood risks
tend to have more uncertainity
cialists, risk databases available in industry or
KEY ASPECTS
* During qualititative risk analysis, you assess project risks based on their probability a
risk anlaysis, risks are evaluated in more detail and using more objective methods, rate
on how they could affect overall objectives
* It is performed on risks that have been prioritized by the Perform Qualitative Risk Ana
potentially and substantially impacting project's competing demands
* May be used to assign to numerical rating to each individual risk or evaluate aggrega
affecting the project
* In some cases, Perform Quantitative Risk Analysis may not be required to develop eff
* This process should be repated after Plan risk responses and in Monitor & control risk
overall project risk has been satisfactorliy decreased. Trends can indicate for more or le
action
INPUTS
.1 Risk Register
* Provides information about the risks that need to be analyzed. Also identifies risk c
* Quantitative risk is performed for risks that have been assigned priorities above ce
risk register during Perform Qualitative Risk Analysis process
* Helps to determine whether quantitative analysis must occur, when it must occur,
* Establishes criteria and format for planning, structuring, estimating, budgeting and
* One way to assess impact of a risk is in terms of how it will effect project costs
* Establishes criteria and format for planning, structuring, estimating, budgeting and
durations
* Project risks are related to activity duration estimates and schedule overruns
* Impact of risk is measured in terms of how it will effect schedule
* Historical information, studies of similar projects by risk specialists, risk databases
proprietary services
ential effect on a project objectives (+ve or -ve)

n interviews/meetings. Level of probability for
meetings
els assigned is also recorded
finitions in risk management plan
cluded on watchlist for future monitoring
ified by the organization and customized for the
e (cost, time and scope)

ave negative impact on objectives may require
w risk zone may not require proactive
ontingency reserve
ct is estimated as a cost, time, or quality
nges. For instance, impact might be given only

days."
accurate, unbiased and complete

causes and categories will be updated in risk
sk response planning
ability
andeffected,
impact matrix
be used
classify
might be
project can
phases
risks to
may
t, schedule and performance depending on org's
ng effective risk responses
auses of risks or project areas requiring
ectiveness of risk responses
stention
to find common response for controlling these
quiring urgent response and those that can be
me risks might warrant more analysis like
ysis is repeated, a trend for particular risks may

ent/important
occur soon are more urgent)
warning signs that particular risks are likely to
TOOLS & TECHNIQUES

.1 Data Gathering and Representation Techniques
* Interviewing
* Based on experience and historical data to quantify probabaility and impact of
* Info would be gathered on the optimistics, pessimistic, most likely scenarios
* Documenting rationale of risk ranges and assumptions behind them are import
interview as they provide insight on reliability and credibility of analysis
* Probability Distributions
* Y-axis -> Values of time and cost; X-axis -> relative likelihood
* Continous distributions: Used in modeling and simulation technique to repre
durations of schedule activities or costs of project components. E.g. beta distribution, t
* Discrete distributions: Used to represent uncertain events such as outcome
decision diagram
* Other distributions: Uniform, normal, lognormal
.2 Quantitative Risk Analysis and Modeling Techniques
* Includes event-oriented and project-oriented analysis techniques
* Sensitivity Analysis
* Helps to determine which risks have most potential impact on the project. Exam
uncertainity of each project element affects the objective when all other uncertain elem
OUTPUTS
* E.g: Tornado Diagram shows HOW SENSITIVE each analyzed area of the proje
.1
Risk
Register
Updates
bars
from
GREATEST
to LEAST on the project so that the chart takes on a Tornado-like s
** Probabilistic
analysis
of the
project:
Expressed as cumulative distribution and
Expected Monetary
Value
(EMV)
Analysis
risk tolerances
to identify
cost andoftime
contingency
reserves.
* EMV is the
cost or benefit
an uncertain
event.
It's calculated by multiplying t
* Probability
achieving
cost
and time
objectives:
probability.
EMV isofwhat
one could
expect
over time
if the condition is repeated over an
* Prioritized
of identified risks:
List of risks
that pose as
greatest
threat
or pres
* The EMV list
of OPPORTUNITIES
will generally
be expressed
POSITIVE
VALUES,
w
risks
that may have greatest effect on contingency and most likely to influence critical
be NEGATIVE
tornado
diagram
generated
as resultassumption,
of simulation
techniques)
* EMV
requires
a Risk-Neutral
neither
risk averse, nor risk seeking. A
* TrendsTree
in quantitative
"Decision
Analysis" risk analysis results: As the analysis is repeated, a tre
become
apparent
and can make
risk response more or less urgent/important. This repo
* Modeling
& Simulation
Technique
register
* A project simulation uses a model to translate uncertainities of project into thei
project objectives
* Iterative simulations are usually done using Monte Carlo technique
* Project model is computed iteratively with different input values (cost estimates
chosen randomly. With this probability distribution is calculated from iterations
* For cost risk analysis, this distribution shows likelihood for achieving specific co
.3 Expert Judgment
* Required to identify potential cost and schedule impacts, evaluate probability and
as probability distribution)
* Also needed in intepretation of data, identify weaknesses and strengths of tools ba
and culture
ility and Impact matrix to give final risk severity
termine its location in the matrix

s that occured in no-too-distant past such as
ops/interviews. Expert bias to be taken into
EXPECTED MONETARY VALUE ANALYSIS

(Planning)
TOOLS & TECHNIQUES.1 Data Gathering
OUTPUTS.1
& Represenation
Risk Register
Techniques.2
Updates Quantitative Risk Analysis & Modeling Techniques.3 E
analysis, you assess project risks based on their probability and impact. In quantitative
luated in more detail and using more objective methods, rate risks numerically based
overall objectives
hat have been prioritized by the Perform Qualitative Risk Analysis process as
lly impacting project's competing demands
o numerical rating to each individual risk or evaluate aggregate effect of all risks
Quantitative Risk Analysis may not be required to develop effective risk responses
epated after Plan risk responses and in Monitor & control risk risks to determine if
en satisfactorliy decreased. Trends can indicate for more or less risk management
ify Risks
about the risks that need to be analyzed. Also identifies risk categories and priorities
rformed for risks that have been assigned priorities above certain threshold value in
m Qualitative Risk Analysis process
an
Risk Management
hether quantitative analysis must occur, when it must occur, what form it must take
an
d format for planning, structuring, estimating, budgeting and controlling project costs
pact of a risk is in terms of how it will effect project costs
nt Plan
d format for planning, structuring, estimating, budgeting and controlling project
ed to activity duration estimates and schedule overruns

ured in terms of how it will effect schedule
ss Assets
studies of similar projects by risk specialists, risk databases available in industry or
Representation Techniques
ce and historical data to quantify probabaility and impact of risks on project objectives
ered on the optimistics, pessimistic, most likely scenarios
nale of risk ranges and assumptions behind them are important components of risk
insight on reliability and credibility of analysis
utions
time and cost; X-axis -> relative likelihood
butions: Used in modeling and simulation technique to represent uncertainity in
vities or costs of project components. E.g. beta distribution, triangular distribution
tions: Used to represent uncertain events such as outcome of a test or scenarion in
: Uniform, normal, lognormal

EMV Analysis
alysis and Modeling Techniques
ed and project-oriented analysis techniques
s
e which risks have most potential impact on the project. Examines the extent to which
ct element affects the objective when all other uncertain elements are held at baseline
gram shows HOW SENSITIVE each analyzed area of the project is to risk. It ranks the
es
AST on the project so that the chart takes on a Tornado-like shape
is
of the
project:
Expressed as cumulative distribution and used with stakeholder
Value
(EMV)
Analysis
cost andoftime
contingency
reserves.
benefit
an uncertain
event.
It's calculated by multiplying the monetary impact by
ving
cost
and time
objectives:
ne
could
expect
over time
if the condition is repeated over and over.
entified
List of risks
that pose as
greatest
threat
or present
TUNITIESrisks:
will generally
be expressed
POSITIVE
VALUES,
while great
thoseopportunity,
of THREATS will
est effect on contingency and most likely to influence critical path (identified through
d as resultassumption,
of simulation
techniques)
k-Neutral
neither
risk averse, nor risk seeking. A common type is
"ve risk analysis results: As the analysis is repeated, a trend for particular risks may
make
risk response more or less urgent/important. This report may be linked to risk
tion
Technique
n uses a model to translate uncertainities of project into their potential impact on
ns are usually done using Monte Carlo technique

mputed iteratively with different input values (cost estimates, activity durations)
s probability distribution is calculated from iterations
sis, this distribution shows likelihood for achieving specific cost targets
otential cost and schedule impacts, evaluate probability and define inputs to tool (such
etation of data, identify weaknesses and strengths of tools based on org's capabilities
VALUE ANALYSIS
Plan Risk Responses

(Planning)
INPUTS.1 Risk Register.2 Risk Management
TOOLSPlan
& TECHNIQUES.1 Strategies for Negative Risks/Threats.2 Strategies for Positive
HOME
KEY ASPECTS
* Process of developing options and actions to enhance opportunities and reduce threats to project objectives
* Follows Perform Qualitative Risk Analysis and Perform Quantitative Risk Analysis (if used)
* Includes identification and assignment of risk owner (one person) to take responsibility for each agreed-to and
funded risk response
* Risks are addressed by their priority, inserting resources and activities into the budget, schedule and mgmt
plan
* Risk actions are of 3 types
.1 Risk response: The risk response determines the strategy for influencing the probability and impact of
the risk before it occurs. For negative risks, its aim is to eliminate the risk or reduce its impact should it occur.
For positive risks, the response tries to increase the probability or impact of the risk.
.2 Contingent response/contingent plan: it establishes what activities will take place should a specific
event or situation occur. A contingency plan aims to influence the impact of a risk that is occurring. The risk
response occurs BEFORE the risk and tries to alter the probability and/or impact while the contingency plan only
occurs AFTER the trigger (usually the risk event) and focuses only on changing the impact.
.3 Fallback Plan: The fallback plan kicks in if the contingency plan fails. It can be looked at as a
contingency plan for the contingency plan. The fallback plan spells out steps will be taken to recover if the
contingency plan fails
INPUTS
* Contingency reserve is often allocated for time and cost. If developed, it may include identification of the
.1
Risk Register
conditions
that trigger its use
* Refers to
identified
Risks risk. After youve implemented a risk response strategy - say mitigation, for
* Residual
risk
is a leftover
* Root -some
causesminor
of risks
example
risk might still remain. The contingency reserve is set up to handle situations like this.
* List of
potential
responses
Residual
risks
are those
that remain and whose probability and impact are such that they're acceptable to the
* Risk owners
performing
organization's level of risk tolerance. They can also be those risks in which there are no reasonable
* Symptoms
responses
for. and warning signs
* Relative rating
priority
list of
project
risks
* Secondary
risksor
are
risks that
come
about
as a result of implementing a risk response. The example where
* List
of risks risk
requiring
response
in near
term
you
transferred
by hiring
a driver
to take
you to your destination but the person became ill along the way is
List of risks
additional
analysis
and response
an *example
of afor
secondary
risk.
The drivers
illness delayed your arrival time, which is a risk directly caused by
* Trends
in qualitative
analysis results
hiring
the driver
or implementing
a risk response. When planning for risk, identify and plan responses for
* Watchlist
of low priority risks
secondary
risks.
* Roles and responsibilities, risk analysis definitions, timing for reviews, risk thresholds (low/moderate/high
risks) to identify those risks for which specific responses are needed
TOOLS & TECHNIQUES

.1 Strategies for Negative Risks or Threats
* Avoidance: Involves eliminating the threat entirely i.e. risk probability or impact to zero. E.g: restructuring
the project activities, scope, schedule, or cost to eradicate the root causes leading to the risk. The most radical
avoidance strategy is to shut down the project entirely.
* Transfer: Shift some or all of the negative impact of threat, along with ownership of response, to a third
party. Risk is not eliminated. E.g: Use of insurance, performance bonds, guarantees, warranties. Contracts may
be used to transfer liability for specified risks to another party. In many cases, use of cost-plus contract may
transfer the cost risk to the buyer while a fixed-price contract may transfer risk to seller
* Mitigate: Implies reduction in the probability and/or impact of an adverse risk event within acceptable
threshold limits. E.g. Adopting less complex processes, conducting more tests, choosing more stable supplier,
prototype development
* Accept: Adopted when there is no possibility to eliminate all threats from a project. This means project tea
has decided not to change PMP to deal with a risk or is unable to identify response strategy. This strategy can be
active or passive acceptance. Passive Acceptance - No action except documenting the strategy and leave
project team to deal with the risks as they occur. Active Acceptance - Establish a contingency reserve
(time/money/resources)
.2 Strategies for Positive Risks or Opportunities
* Exploit: Ensure that opportunity is realized i.e. making probability of risk as 1 i.e. eliminate uncertainity by
OUTPUTS
ensuring opportunity definitely happens. E.g: Assigning most talented resources to project to reduce the time to
.1
Risk Register
Updates
completion
or provide
lower cost than the originally planned
.2 *Risk
Related
Contract
Share:
Allocating
someDecisions
or all of the ownership of the opportunity to third party who is best able to capture
Input to for
--->the
Plan
Procurements
opportunity
benefit
of the project. E.g: Forming risk-sharing partnerships, teams, special purpose
* Decisions
to transfer
companies,
joint
venturesrisk such as agreements for insurance, services etc. which may happen as a result of
mitigating
or transferring
part of all by
of the
threat or
enhancing
or sharing
or allofofthe
thepositive
opportunity
* Enhance:
Increase probability
identifying
and
maximizing
key drivers
impact risks. E.g:
* These
decisions
areto
input
to Plan to
Procurements
Adding
more
resources
an activity
finish early process
.3 *Project
Management
Plan
Updates
Accept:
Being willing to
take
advantage of risk as it comes along
Schedule Management
Plan: Includes changes in tolerance, behavior related to resource
.3 *Contingent
Response Strategies
loading/leveling,
updates
to the schedule
* Some responses
are designed
to use only if specific event occurs
Cost
Management
Plan: team
Includes
changes
in tolerance,
behavior
related
to cost
tracking,
** It
is appropriate
for project
to make
a response
plan that
will be
executed
onlyaccoutning,
under certain
reports,
updates
to the(triggers
budget, like
consumption
of contingency
reserves
predefined
conditions
missing intermediate
milestones)
Quality
Management
Includes
changes
in tolerance,
related
to requirements,
quality
** The
risk response
occursPlan:
BEFORE
the risk
and tries
to alter thebehavior
probability
and/or
impact while the
assurance,
control,
updates
requirements
documentation
contingencyquality
plan only
occurs
AFTERto
the
trigger (usually
the risk event) and focuses only on changing the impact
Procurement
Management
Plan: May
include
make-or-buy
orUnlike
contract
types
** Workarounds
are
"corrective" actions
taken
to dealalterations
with a risktoevent
that has decision
occurred.
contingency
* Human
Resource
Management
plans.
these are
"unplanned
responses"Plan: Reflect changes in project org structure and resource applications
driven
by the
risk responses, behavior related to staff allocation, updates to resource loading
.4 Expert
Judgment
* Work Breakdown Structure: If new work generated by risk responses
* Schedule baseline: If new work generated by risk responses
* Cost performance baseline: If new work generated by risk responses
* Assumption Log Updates: Incorporated in scope statement or in a separate assumption log
* Technical Documentation Updates: To incorporate changes in technical approaches or physical
deliverables
nses
Monitor & Control Risks

OUTPUTS.1 Risk Register Updates.2 Risk
INPUTS.1
relatedRisk
contract
Register.2
decisions.3
ProjectProject
Management
Management
Plan.3 Plan
WorkUpdates.4
Performance
Project
Information.4
DocumentP
HOME
* Process of implementing risk response plans, tracking identified risks, monitoring res
nities and reduce threats to project objectives
new risks and evaluating risk process effectiveness throughout the project
ative Risk Analysis (if used)
* Purpose of monitoring and controlling risks
on) to take responsibility for each agreed-to and
* Evaluating risk response plans that are put into action as a result of risk events
* Monitoring the project for risk triggers
activities into the budget, schedule and mgmt
* Reexamining existing risks to determine if they have changed or should be closed o
* Monitoring residual risks
* Reassessing project assumptions and determining validity
* Ensuring that policies and procedures are followed
y for influencing the probability and impact of
* Ensuring that risk response plans and contingency plans are put into action approp
e the risk or reduce its impact should it occur.
* Ensuring that contingency reserves are updated according to the updated risk asse
or impact of the risk.
* Evaluating the overall effectiveness of the Risk processes
hat activities will take place should a specific
he impact of a risk that is occurring. The risk
y and/or impact while the contingency plan only
ly on changing the impact.
cy plan fails. It can be looked at as a
ells out steps will be taken to recover if the
INPUTS
.1 Risk Register
* Lists risks, risk owners, planned risk responses, implementation actions, symptoms
sk response strategy - say mitigation, for
risk, secondary and residual risks, wathclist of low-priority risks, time and costs conting
eserve is set up to handle situations like this.
mpact are such that they're acceptable to the
be those risks in which there are no reasonable
* Risk Management Plan: Includes risk tolerances, protocols, assignment of people (r
lementing a risk response. The example where other resources
ation but the person became ill along the way is .3 Work Performance Information
r arrival time, which is a risk directly caused by
* Deliverable status, costs to date, cost changes, schedule progress to date, schedule
g for risk, identify and plan responses for
changes.
r reviews, risk thresholds (low/moderate/high
* Provides work performance information like variance analysis, earned value data an
eded
veloped, it may include identification of the
probability or impact to zero. E.g: restructuring

oot causes leading to the risk. The most radical
, along with ownership of response, to a third

bonds, guarantees, warranties. Contracts may
n many cases, use of cost-plus contract may
ay transfer risk to seller
t of an adverse risk event within acceptable
ng more tests, choosing more stable supplier,
all threats from a project. This means project tea

o identify response strategy. This strategy can be
cept documenting the strategy and leave
nce - Establish a contingency reserve
bability of risk as 1 i.e. eliminate uncertainity by

ented resources to project to reduce the time to
rtunity to third party who is best able to capture

ng partnerships, teams, special purpose
services etc. which may happen as a result of
r sharing
or allofofthe
thepositive
opportunity
ng
key drivers
impact risks. E.g:
along
nce, behavior related to resource
ccurs
ehavior
related
to cost
tracking,
hat
will be
executed
onlyaccoutning,
under certain
erves
ones)
e,
related
to requirements,
quality
thebehavior
probability
and/or
impact while the
tion
event) and focuses only on changing the impact
s
make-or-buy
orUnlike
contract
types
sktoevent
that has decision
occurred.
contingency
project org structure and resource applications
, updates to resource loading
sk responses
ses
sk responses
ent or in a separate assumption log

ges in technical approaches or physical
TOOLS & TECHNIQUES

.1 Risk Reassessment
* Monitoring and controlling risks often results in identification of new risks, reassess
closing of outdated risks
* Reassessment should be regularly scheduled and frequency depends on how proje
its objectives
.2 Risk Audits
* Risk audits examine and document the effectiveness of risk responses as well as th
risk management process
* Format, frequency of the audits are documented before and project manager is res
.3 Variance and Trend Analysis
* Earned value analysis and other methods of project variance and trend analysis m
overall project performance. Outcomes from these analysis may forecast potential dev
potential impact of threats or opportunities
.4 Technical Performance Measurements
* Technical performance measures like weight, transaction times, number of delivere
capacity are analyzed and compared against targets
* Any deviations can help to forecast degress of success in achieving projects scope
of technical risk faced by the project
OUTPUTS
* E.g: a technical milestone for a new computer software project might require that t
.1
Risk Register
Updates
particular
module include
a bar code at the bottom of the page. If the bar code functio
Updatedisunder
two
conditions
the* module
coded,
a technical
deviation exists, which means you should reexamine
1. When
a risk audit
or scope
risk reassessment
concludes that some element of the orig
particular
example,
project
is likely at risk.
changed.
E.g.
Impact or probability scores are updated to reflect new conditions, the p
.5 Reserve
Analysis
changed,
or the
response
plan has reserves
been updated.
* Ensures
amount
of contigency
remaining is adequate for the amount of ri
2. When
the risk needs to be closed. If a risk event occurs, you'll record that in the
.6 Status
Meetings
the* effectiveness
of the
response
plan.
This information
becomes an input to the Close
Risks should be
an agenda
item
at periodic
status meetings
.2 *Organizational
Process
Asset
Updates
Frequent discussions
makes
it more
likely that people will identify risks and opport
* Templates of risk management plan, probability and impact matrix and risk registe
* Risk breakdown structure
* Lessons learned from project risk management activities
* These documents should be updated at final project closure also
.3 Change Requests
* Implementing contingency plans or work arounds might result in change request w
Perform Integrated Change Control process
* Recommended Corrective Actions: Includes contingency plans and workarounds. A
unplanned response to a negative risk event. It attempts to deal with the risk in a prod
If no risk response plan exists (this might be the case when you accept a risk event du
or an unplanned risk occurs, workarounds are implemented to deal with the consequen
* Recommended Preventive Actions: Documented directions to perform on activity to
* Risk Management Plan
Monitor & Control Risks

TOOLS & TECHNIQUES.1 Risk Reassessment.2
OUTPUTS.1
Risk
Risk
Audits.3
Register
Variance
Updates.2
Analysis.4
Organizational
TechnicalProcess
Performance
AssetsMeasurements.5
Updates.3 Change
Rese
R
risk response plans, tracking identified risks, monitoring residual risks, identifying
isk process effectiveness throughout the project
nd controlling risks
se plans that are put into action as a result of risk events
for risk triggers
isks to determine if they have changed or should be closed out
ks
sumptions and determining validity
and procedures are followed
onse plans and contingency plans are put into action appropriately and are effective
ncy reserves are updated according to the updated risk assessment
effectiveness of the Risk processes
ify Risks
, planned risk responses, implementation actions, symptoms and warning signs of
al risks, wathclist of low-priority risks, time and costs contingency reserves
Plan
: Includes risk tolerances, protocols, assignment of people (risk owners), time and
nformation
ts to date, cost changes, schedule progress to date, schedule changes, and/or scope
s
rt Performance
ance information like variance analysis, earned value data and forecasting data
lling risks often results in identification of new risks, reassessment of current risks,
be regularly scheduled and frequency depends on how project progresses relative to
nd document the effectiveness of risk responses as well as the effectiveness of the
the audits are documented before and project manager is responsible for risk audits
Analysis
and other methods of project variance and trend analysis may be used for monitoring
ce. Outcomes from these analysis may forecast potential devations which may indicate
s or opportunities
ce Measurements
e measures like weight, transaction times, number of delivered defects, storage
compared against targets
lp to forecast degress of success in achieving projects scope and may expose degree
the project
one for a new computer software project might require that the forms printed from a
es
a bar code at the bottom of the page. If the bar code functionality does not work once
nditions
chnical
deviation exists, which means you should reexamine project risks. In this
risk reassessment
concludes that some element of the original risk information has
tr scope
is likely at risk.
robability scores are updated to reflect new conditions, the priority of the risk has
plan has reserves
been updated.
ntigency
remaining is adequate for the amount of risk remaining at any time
ds to be closed. If a risk event occurs, you'll record that in the risk register along with
sponse
plan.
This information
becomes an input to the Close Project Process.
enda
item
at periodic
status meetings
ss Asset
Updates
makes
it more
likely that people will identify risks and opportunities
agement plan, probability and impact matrix and risk register
ure
project risk management activities
uld be updated at final project closure also
Integrated Change Control

ency plans or work arounds might result in change request which will be submitted to
e Control process
tive Actions: Includes contingency plans and workarounds. A workaround is an
negative risk event. It attempts to deal with the risk in a productive, efficient manner.
ists (this might be the case when you accept a risk event during the Planning process)
rs, workarounds are implemented to deal with the consequences of the risk.
ntive Actions: Documented directions to perform on activity to reduce negative impact
Plan Updates
n
pdates
Introduction
* Includes processes necessary to purchase or acquire products/services/results needed from outside of

project team. The org can be either buyer or seller
* Includes contract management and change control processes required to develop and administer contracts
or purchase orders
* Includes administering contracts issued by outisde org (buyer) that is acquiring project from the performing
org (seller) and administering contractual obligations
* Procurement contracts are legal documents between a buyer and a seller representing a mutual binding
agreement that obligates seller to provide product/services and buyer to provide monetary consideration
* Contract may also be called an agreement, an understanding, a subcontract, a purchase order
* Entering into a contract is one method of allocating the responsibility for managing or sharing potential risks
* In case of multiple contracts or subcontracts, each contract life cycle can end during any phase of the project
life cycle
* Seller - contractor, subcontractor, vendor, service provider, supplier
* Buyer (depending on buyer's position in the project acquistion cycle) - client, customer, prime contractor,
contractor, acquiring organization, govt agency, service requestor, purchaser
* Seller life cycler - first as a bidder, then as selected source and then as contracted supplier or vendor
* Project procurement management processes include

* Plan Procurements
* Documenting project purchasing decisions, specifying the approach, identifying potential sellers
* Conduct Procurements
* Process of obtaining seller responses, selecting a seller and awarding a contract
* Administer Procurements
* Managing contract relationships, monitoring contract performance, making changes/corrections as
needed
* Close Procurements
* Process of completing each project procurement
Plan Procurements
(Planning)
INPUTS.1 Scope Baseline.2 Requirement
TOOLS
Documentation.3
& TECHNIQUES.1
Activity
Make-or-Buy
Cost Estimates.4
Analysis.2
Cost
Contract
Performance
Types.3Baseline.5
Expert Judgment
Activity Res
HOME
KEY ASPECTS
* Process of documenting project purchasing decisions, specifying the approach, identifying potential sellers
* Plan procurements process includes consideration of the risks involved with each make-or-buy decision
* Also includes type of contract palnned to be used with respect to mitigating risks, sometimes transferring to
the seller
INPUTS
.1 Scope Baseline
* Describes the need, justification, requiremenrs and current boundaries of the project
* Scope Statement: Product scope/service/result description, list of deliverables, acceptance criteria,
constraints
.2 Requirements Documentation
* Info about project requiremenrs that is considered during planning for procurements
* Requirements with contractual and legal complications (licenses, safety, etc.)
.3 Teaming Agreements
* Legal contractual agreements b/w two or more entities to form partnership or joint venture
* Agreement defines buyer-seller roles for each party
* Whenever new business opportunity ends, the teaming agreements also ends
.4 Risk Register
* Identified risks, risk owners, risk responses
.5 Risk Related Contract Decisions
Input from ---> Plan Risk Responses
* Agreements including insurance, bonding, services that are prepared to specify each party's responsibility
for specific risks
* Specific needs such as people, equipment, location
.7 Project Schedule
* Information on required timelines or mandated deliverable dates
Input from ---> Estimate Activity Costs
* To evaluate reasonableness of the bids/proposals from potential sellers
.9 Cost Performance Baseline
* Planned budget over time
* Market place conditions, products/services/results available in marketplace, suppliers, terms & conditions for
TOOLS & TECHNIQUES

.1 Make-or-Buy Analysis
* Used to determine whether to work can be accomplished by project team or mst be purchased from outside
* Budget constraints may influence these decisions. If a buy decision is to be made, then a further decision of
whether to puchase or lease is also made
* Decision should consider both direct costs and indirect support costs
.2 Expert Judgment
* Expert technical judgment to assess inputs and outputs from this process
* Expert purchasing judgment to develop or modify criteria that will be used to evaluate seller proposals
* Expert legal judgment to assist with procurement issues
.3 Contract Types
* Risk shared between buyer and seller is determined by the contract type
* Three broad categories: Fixed Price (FP), Cost Reimbursible(CR), Time & Material (T&M - hybrid of FP and
CR)
OUTPUTS
.1 Procurement Management Plan
Input to ---> Conduct Procurements;; Develop Project Management Plan
* How make-or-buy analysis and decisions are to be made.
* What qualified seller lists will be used or how qualified seller lists will be created.
* The types of contracts allowed.
* The explicit procurement roles and responsibilities and levels of authority those roles have within the
project.
* Procurement documents to be used, such as any standardized forms, and the formats for statements of
work.
* The procedures for bid and proposal solicitation.
* When and how independent estimates will be gathered.
* Identified constraints and assumptions related to procurement processes.
* How sellers will be managed, performance monitored, and what reporting and frequency will be required.
* What insurance or performance bonds will be required and under what situations.
* Milestones that need established in contracts.
* What the procedures are for seller payments, vouchers, and reimbursements.
* How appropriate coordination between procurement processes and other project management processes
(scope, time, cost, quality) will be ensured.
* The frequency, responsibility, and guidelines for procurement audits.
.2 Procurement Statement of Work
CONTRACT TYPES
* It's PRICE
developed from project scope baseline and defines only that portion of the project scope that is to be
FIXED
included
related
* Setting within
a fixedthe
total
price contract
for a product/service to be provided.
* Detailed
to allows sellers
* Firm
Fixedenough
Price Contracts
(FFP)to determine if they are capable of providing results/service
** SOW
includes
specifications,
quantity desired, quality levels, performance data, period of peformance, work
Contract = $1Million
location
and
other
req
* Also called lump sum/fixed price contracts
.3 *Make-or-Buy
decisions
Most commonly
used and favored by org because price is set at theoutset and not subject to change unless
Input
to
--->
Conduct
Procurements
scope of work changes.
** Conclusions
regarding
what
products/services/results
will be acquired
from outside the project org or will be
Any cost increase due to adverse
performance is responsibility
of seller
performed
by thespecify
projectthe
team
* Buyersinternally
must precisely
product/services being procured. Change in scope would come at an
* May also
decision
to require insurance policies or performance bond contracts to address some identified
increase
in contract
price
risks
* Fixed Price Incentive Fee Contracts (FPIF)
.4 *Procurement
Documents
Contract = $1Million.
For every month early the project is finished additional $50K paid to seller
Input
to
--->
Administer
Procurements;;
Identify Stakeholders
* Allows for deviation from performance
with incentive
tied to achieving agreed to metrics (i.e. finishing work
*
Used
to
solicit
proposals
from
prospective
sellers
(i.e. used to find potential sellers)
earlier than scheduled or based on technical performance)
** bid/term/quotation
seller
selection
decision
will
be based
on price
A ceiling price is setused
and when
all costs
above
the ceiling
price
would
be responsibility
of seller
*
proposal
when
technical
capability
or
technical
approach
are
paramount
* Fixed Price with Economic Price Adjustment Contracts (FPEPA)
** Common
procurement
documents
include
Request
forinInformation
Invitation
for Bidin(IFB),
Request
Contract =
$1Million but
price increase
will- be
allowed
year two to(RFI),
account
for increase
material
costs
for*Proposal
(RFP),
Request
for
Quotation
(RFQ),
tender
notice,
Invitation
for
Negotiation,
Invitation
for
Seller's
Used when seller's performance period spans multiple years (long term)
Initial
* It Response
has special provision allowing for pre-defined final adjustments (some financial index is defined prior) to
* IFB/RFB/RFP
used
for - Single
Price, High
$ Value,such
Standardized
contract
price due
to change
in economic
conditions
as inflation
** RFQ
used
for
Per
Item/Hour
Price,
Lower
$
Value,
May be
used to develop info in RFP
Intended to protect both buyer and seller from external
conditions
*
Well
defined
Procurement
Doc
will
help
in
* Purchase order
* Easier =
comparison
of sellers
responses
* Contract
30m of wood
at 9$ per
meter
*
More
accurate
pricing
* Used for regular commodities purchase
* More complete responses
* Decrease in number of changes to the project
* Procurement request to potential sellers is done through publication of request in public newspaper, trade
journals, registries or on the internet
.5 Source Selection Criteria
COST REIMBURSABLE CONTRACTS

* Involves payments to the seller for actual cost incurred for completed work plus fee representing seller profit
* May include financial incentive clause whenever seller exceeds or falls below defined objectives
* Gives flexibility to redirect a seller whenever scope of work cannot be precisely defined at the start and needs
to be altered or when high risks may exist in the effort
* Cost Plus Fixed Fee Contracts (CPFF)
* Contract = Cost + 10% of original costs as fee
* Seller is reimbursed for all allowable costs and receives a fixed fee payment (calculated as % of initial
estimated prroject costs)
* Fee is paid only for work done and does not change based on seller performance. Fee does not change
unless scope changes
* Cost Plus Incentive Fee Contracts (CPIF)
* Contract = Cost + $50K target fee. Buyer/seller to share any cost savings/overruns at prenegotiated share
ratio
* Seller is reimbursed for all allowable costs and receives a pre-determined incentive fee based on
performance objectives set in the contract
* If final costs are greater or lesser than original estimated costs, both buyer and seller share costs based on
prenegotiated costs share ration (like 80/20 split)
* Cost Plus Award Fee Contracts (CPAF)
TIME
& MATERIAL
* Contract
= Cost CONTRACTS
+ Base fee of $10K for every month production exceeds 100,000 units. Max award at
*$100K
Contract = $100 per hour + expenses or materials at cost
* Hybrid
of contractfor
containing
aspects
of but
bothmajority
FP and of
CRfee
contracts
* Sellertype
is reimbursed
all allowable
costs
is only earned based on satisfaction of certain
*subjective
Often used
for staff augmentation,
acquisition
of expertsinto
or for
work when precise statement of work
performance
criteria defined
and incorporated
theany
contract
cannot
be quickly prescribed
* Determination
of Fee solely based on determination of seller performance by the buyer and is generally not
*subjected
The full value
of agreement and exact quantity of items to be delivered may not be defined by the buyer. This
to appeals
resembles CR contract. Thus, T&M contracts can increase in contract value. Many orgs require not-to-exceed
values and time limits placed to prevent unlimited cost growth
* They resemble FP contracts when labor or material rates are preset by buyer and seller such as senior
engineer at specified rates per hour
Risk and Contract Type

* In CR contract, buyer has more risk because if costs increase, buyer has to pay added costs
* In FP contact, seller has more risk because if costs increase, seller pays the costs and makes less profit
* Buyers Risk (from highest to lowest) / Sellers Risk (Lowest to Highest)
CPFF -> CPAF -> CPIF -> T&M -> FPEPA -> FPIF -> FFP
FORMULA/CALCULATIONS
* Price: is the amount seller charges the buyer.
* Profit (fee): this is planned into the price the seller provides to buyer.
* Ceiling Price: is the highest price buyer will pay to seller.
* Point of total assumption (PTA): is the point at which the seller assumes the costs. Only applicable to
FPIF contracts.The PTA is when the seller becomes responsible for all costs. The formula uses the ceiling and
target prices and the buyer's cost sharing portion. The ceiling price is the most pessimistic cost based on
reasonable factors. Anything above the ceiling price is considered to be due to lack of oversight by the seller.
PTA = Target Cost + [ (Ceiling Price - Target Price) / Buyer's Percentage Share of Cost ]
TF (Target Fee), AF (Actual Fee), TC (Target Cost), AC (Actual Cost), SSR (Seller Share Ratio), CP (Ceiling price),
TP (Target Price), BSR (Buyer Share Ratio)
TP = TC + TF
PTA = TC + [ (CP - CP) / BSR ]
AF = TF + {(TC - AC) x SSR}
Final price = AC + AF
Cost savings = TC - AC
Seller's share(IF) in cost savings = % x Cost savings
Cost of the contract = Actual Cost + Seller's minimum fee + seller's share(IF) in cost savings
nts
Conduct Procurements
(Executing)
OUTPUTS.1 Procurement ManagementINPUTS.1
Plan.2 Procurement
Project Management
StatementPlan.2
of Work.3
Procurement
Procurement
Statement
Documents.4
of Work.3
Source
Source
Selection
Selectio
ng the approach, identifying potential sellers

involved with each make-or-buy decision
to mitigating risks, sometimes transferring to
boundaries of the project

list of deliverables, acceptance criteria,
anning for procurements

nses, safety, etc.)
rm partnership or joint venture
eements also ends
prepared to specify each party's responsibility
dates
ntial sellers
in marketplace, suppliers, terms & conditions for
HOME
KEY ASPECTS
* Process of obtaining seller responses, selecting a seller and awarding the contract
* Team receives bids/proposals and apply previously defined selection criteria to select
* Weighting system can be used to select a single seller that will be asked to sign stand
a negotiating sequence by ranking all proposals by the weighed evaluation scores
* Project Manager may not be the lead negotiator on procurements. Project manager a
project management team may be present during negotiations to provide support
INPUTS
Input from ---> Develop Project Management Plan;; Plan Procurements
* Procurement Management Plan describes process how procurements will be mana
procurement documentation through contract closure
.2 Procurement Documents
.3 Source Selection Criteria
* Includes info on suppliers required capabilities, capacity, delivery dates, technical
life cycle cost and approach to the contract
.4 Qualified Seller List
Input from ---> Enterprise/organization
* Pre-screened sellers based on qualification and past experience, procurements are
sellers
.5 Seller Proposals
Input from ---> Sellers
* Response from sellers to procurement documents (i.e. bids/quoations/proposals)
.6 Project Documents
* Risk registers and risk related contract decisions
.7 Make-or-Buy Decisions
.8 Teaming Agreements
Input from ---> Enterprise/organization;; Sellers
* When team agreement is in place, role of buyer and seller are already been decide
management
* Effort of buyer and seller is to prepare a procurement statement of work that will s
then the parties will negotiate a final contract for award
* Listing of prospective and previously qualified sellers, past experience (good or ba
TOOLS & TECHNIQUES

.1 Bidder Conferences
y project team or mst be purchased from outside
* Also called vendor conferences, contractor conferences or pre-bid conferences - m
decision is to be made, then a further decision of and all prospective sellers prior to submittal of bid or proposal
* Used to ensure all sellers have clear and common understanding of the procureme
port costs
preferential treatment
* Responses to questions are incorporated as procurement document amendments
m this process
* To be fair, buyers must ensure all sellers hear every question from individual seller
at will be used to evaluate seller proposals
the buyer
.2 Proposal Evaluation Techniques
* On complex req, where source selection is made based on seller response to previ
Contract Types
contract type
criteria, a formal evaluation review process will be defined by the procurement policies
CR), Time & Material (T&M - hybrid of FP and
.3 Independent Estimates
* Buyer may compare sellers proposal with an estimate created in-house or with out
* Significant differences in cost estimates can be indication that SOW was deficient,
prospective sellers either misunderstood or failed to respond fully to the SOW
.4 Expert Judgment
* Expert judgment from functional disciplines such as legal, contracting, technical, d
.5 Advertising
OUTPUTS
* Existing list of potential sellers can be always expanded by advertising in selected
.1
etc.Selected Sellers
Management Plan
Sellers selected
based on outcome of proposal or bid evaluation who have negotia
.6 *Searching
on Internet
* Senior
management
approval
before
awarding
Suitable
for commodities,
low needed
risk, on the
shelf
items the contract
r lists will be created.
.2 *Procurement
Contract
Award high risk, procurement effort that must be closely
Not suitable for
highly complex,
to ---> Administer
Procurement
.7 Input
Procurement
Negotiations
s of authority those roles have within the
* Can
be simple
purchase
order requirements,
or detailed document
Negotiations
clarify
structure,
other terms of purchases so that mutu
.3
Resource
Calendars
reached
before
signing the contract
ed forms, and the formats for statements of
to ---> Estimate
Activity
Resources;;
Estimate
Durations;;
De
*Input
Negotiations
conclude with
a contract
document
that canActivity
be executed
by both buy
Determine Budget;; Develop Project Team
* Quantity and availability of contractor resources and dates on which specific resou
.4 Change Requests
ent processes.
what reporting and frequency will be required.
* Change requests to project management plan and it's subsidiary plans
under what situations.
* Change requests are processed for review and disposition through Perform Integra
process
d reimbursements.
ses and other project management processes
* Updates to cost baseline, schedule baseline, scope baseline, procurement manage
nt audits.
* Requirements documentation, requirement tracebility matrix, risk register
PES
that portion of the project scope that is to be
apable of providing results/service

, performance data, period of peformance, work
et at theoutset and not subject to change unless
elity
acquired
from outside the project org or will be
of seller
ocured. Change in scope would come at an
nce bond contracts to address some identified
nished additional $50K paid to seller

holders
achieving agreed to metrics (i.e. finishing work
to find potential sellers)
be
on price
uldbased
be responsibility
of seller
e
paramount
(FPEPA)
rmation
Invitation
for Bidin(IFB),
Request
ar
two to(RFI),
account
for increase
material
costs
nvitation
for
Negotiation,
Invitation
for
Seller's
s (long term)
ments (some financial index is defined prior) to

zed
flation
sed to develop info in RFP
ditions
blication of request in public newspaper, trade
mpleted work plus fee representing seller profit

s or falls below defined objectives
nnot be precisely defined at the start and needs
xed fee payment (calculated as % of initial
on seller performance. Fee does not change
y cost savings/overruns at prenegotiated share
e-determined incentive fee based on
sts, both buyer and seller share costs based on
ction exceeds 100,000 units. Max award at
contracts
ee
is only earned based on satisfaction of certain
reany
work when precise statement of work
contract
r performance by the buyer and is generally not
delivered may not be defined by the buyer. This
tract value. Many orgs require not-to-exceed
reset by buyer and seller such as senior
buyer has to pay added costs

eller pays the costs and makes less profit
Highest)
to buyer.
seller assumes the costs. Only applicable to

for all costs. The formula uses the ceiling and
rice is the most pessimistic cost based on
ed to be due to lack of oversight by the seller.
Percentage Share of Cost ]
st), SSR (Seller Share Ratio), CP (Ceiling price),
e + seller's share(IF) in cost savings
(Executing)
TOOLS & TECHNIQUES.1 Bidder conferences.2
OUTPUTS.1
Proposal
Selected
Evaluation
Seller.2 Techniques.3
Procument Contract
Independent
Award.3
Estimates.4
Resource Calendars.4
Expert Judgment.5
Projec
er responses, selecting a seller and awarding the contract

osals and apply previously defined selection criteria to select one or more sellers
e used to select a single seller that will be asked to sign standard contract or establish
y ranking all proposals by the weighed evaluation scores
t be the lead negotiator on procurements. Project manager and other members of
m may be present during negotiations to provide support
Plan
lop Project Management Plan;; Plan Procurements
ment Plan describes process how procurements will be managed from developing
on through contract closure
ents
Procurements
teria
curements
iers required capabilities, capacity, delivery dates, technical expertise, product costs,
ch to the contract
prise/organization
ased on qualification and past experience, procurements are directed to only those
rs
to procurement documents (i.e. bids/quoations/proposals)
related contract decisions

ns
Procurements
s
prise/organization;; Sellers
nt is in place, role of buyer and seller are already been decided by executive
ller is to prepare a procurement statement of work that will satisfy req of project and
iate a final contract for award
ss Assets
and previously qualified sellers, past experience (good or bad) with sellers
nferences, contractor conferences or pre-bid conferences - meeting between buyers

prior to submittal of bid or proposal
ers have clear and common understanding of the procurement and no bidders receive
ns are incorporated as procurement document amendments

t ensure all sellers hear every question from individual seller and every answer from
Techniques
e source selection is made based on seller response to previously defined weighted
on review process will be defined by the procurement policies
es
ellers proposal with an estimate created in-house or with outside assistance
in cost estimates can be indication that SOW was deficient, ambiguous and/or
misunderstood or failed to respond fully to the SOW
functional disciplines such as legal, contracting, technical, design, engineering etc
al sellers can be always expanded by advertising in selected newspapers, publications
d on outcome of proposal or bid evaluation who have negotiated a draft contract

et
pproval
before
awarding
ies,
low needed
risk, on the
shelf
items the contract
ctcomplex,
Award high risk, procurement effort that must be closely monitored
ter Procurement
ations
se
order requirements,
or detailed document
ructure,
other terms of purchases so that mutual agreement can be
e contract
ewith
Activity
Resources;;
Estimate
Durations;;
Develop
a contract
document
that canActivity
be executed
by both buyer
and Schedule;;
seller
velop Project Team
ity of contractor resources and dates on which specific resources will be active/idle
Integrated Change Control

roject management plan and it's subsidiary plans
processed for review and disposition through Perform Integrated Change Control
Plan Updates
ne, schedule baseline, scope baseline, procurement management plan
pdates
entation, requirement tracebility matrix, risk register
Administer Procurements
INPUTS.1 Procurement Documents.2 Procurement
TOOLS & TECHNIQUES.1
ManagementContract
Plan.3 Contract.4
Change Control
Work Performance
System.2 Procurement
Information.5
Peformance
Performan
R
HOME
KEY ASPECTS
* Managing procurement relationships, monitoring contract performance, making changes and corrections as
needed
* Both buyer and seller should ensure that both parties meet contractual obligations
* Administer procurement process ensures seller's performance meets requirements and buyer performs
according to the terms of legal contract
* Includes integration with appropriate project management processes
* Direct and Manage Project Execution to authorize seller's work at the appropriate time
* Report peformance to report monitor contract, scope, cost, schedule and technical performance
* Perform Quality Control to inspect and verify seller product
* Perform Integrated Change Control to assure changes are properly approved and properly communicated
* Monitor and Control Risks to ensure risks are mitigated
* Has financial management component to monitor payments to the seller based on seller progress, as defined
in the contract
* This process reviews and documents seller performance and establishes corrective actions when needed. This
review may be later used to measure seller's competency in future for performing similar work
* This process manages any early terminations of the contracted work in accordance with the termination clause
* In most organizations, a procurement administrator is responsible for ensuring that the procurement
relationship is properly managed. He may be on the project team, but typically reports to a supervisor from a
INPUTS
different dept
.1 Procurement Documents
* Includes supporting documents for administering procurements such as procurement contract awards and
SOW
.2 Procurement Management Plan
* Procurement Management Plan describes process how procurements will be managed from developing
procurement documentation through contract closure
.3 Contract
Input from ---> Conduct Procurements
* Seller performance related documentation include - seller developed technical documentation, other
deliverable info, seller performance reports indicating which deliverables have been completed and which have
not
Input from ---> Perform Integrated Change Control
* Includes modifications to SOW, pricing, description of products/services
* All changes are formally documented in writing and approved before being implemented
* Includes extent to which quality standards are met, cost incurred or committed, seller invoices paid
TOOLS & TECHNIQUES

.1 Contract Change Control System
* Integrated with Integrated Change Control System, this defines the process by which the procurement can
be modified. Includes all paper work, tracking system, apporval process, resolution procedures
.2 Procurement Performance Reviews
* Review of sellers progress to deliver project scope and quality within cost & schedule as compared to
contract, which will allow buyer to quantify seller's ability or inability to perform work
* Includes review of seller documentation and buyer inspections, quality audits conducted during sellers
execution of work
.3 Inspections and Audits
* Conducted during execution of work to verify compliance in the seller's work processes or deliverables
* Depending on the contract, inspection and audit teams may include buyer
.4 Performance Reporting
* Report about how effectively seller is acheiving contractual objectives
.5 Payment Systems
* Payments to the seller after certification of satisfactory work by project team. Payments should be made in
stric accordance with the contract
.6 Claims Administration
* Contested changes i.e. where buyer and seller cannot reach on agreement on compensation for the change
OUTPUTS
or cannot agree that the change has occurred. These are also called claims, disputes, appeals which are
.1
Procurement
Documentation
documented,
processed,
monitored and managed through contract life cycle
to --->
Close Procurement
*Input
If parties
themselves
do not resolve a claim, it may have to handled in accordance with ADR (Alternative
* Procurement
contract
withprocedures
all supporting
schedules,
Dispute
Resolution)
following
in the
contract requested unapproved contract changes, approved
change
requestsis the preferred method to resolve claims
* Negotiation
Seller developed
technical
documentation, work performance info such as deliverables, seller performance
.7 *Records
Management
System
reports,
paymentcontract,
invoicesprocurement
and records, documents
results of inspections
* Part warranties,
of PMIS to manage
and records for easy retrieval of contract
.2
Organizational
Process Assets
documents
and correspondence
from archives
* Correspondence: Written documentation of buyer/seller communications such as warnings of unsatisfactory
performance and request for contract changes to clarification
* Payment Schedules and requests
* Seller performance evaluation documentation: Prepared by buyer with feedback and rating on seller, which
would be indicator if seller can work for future projects. Also forms basis for early contract terminations and this
rating can be used in qualified seller lists
.3 Change Requests
* Change requests project management plan/subsidiary plans, cost baseline, schedule baseline and
procurement mangement plan
* Contested changes are uniquely identified and documented for correspondence
Input to ---> Develop Project Management Plan
* Procurement Management Plan, baseline schedules to account for any schedule slippages or change
requests
ments
olling)
Close Procurements
(Closing)
OUTPUTS.1 Procurement Documents.2INPUTS.1
Organizational
ProjectProcess
Management
AssetsPlan.2
Updates.3
Procurement
Change Requests.4
Documentation
Project Management Pla
HOME
KEY ASPECTS
* There are multiple steps involved in this process
* Verify the product
ntractual obligations
* Issue formal acceptance
meets requirements and buyer performs
* Conduct procurement audit
* Report final contract performance
cesses
* Document lessons learned
ork at the appropriate time
* Perform finanincial closure of contract (make payments)
schedule and technical performance
* Procurements are closed when:
* When contract is closed
roperly approved and properly communicated
* When contract is terminated before the work is completed (termination clause of c
responsibilities of buyer in such case)
o the seller based on seller progress, as defined * There can be multiple procurement closures but only one project closure
* All procurements MUST be CLOSED before the project is closed. Procurement
stablishes corrective actions when needed. This the completion of each closure.
ure for performing similar work
* Each procurement contract is closed separately
d work in accordance with the termination clause * In multi-phase projects, Close Procurement process closes procurements applicable to
ible for ensuring that the procurement
* Unresolved claims may be subject to litigation after closure
m, but typically reports to a supervisor from a
INPUTS
ents such as procurement contract awards and
* Process to perform contract closure
.2 Procurement Documentation
Input from ---> Administer Procurements
* Info on contract schedule, scope, quality, cost performance, payment records, selle
urements will be managed from developing
inspection reports are all cataloged which can be used as lessons learned and as a bas
future projects
ormance, making changes and corrections as
eveloped technical documentation, other

iverables have been completed and which have
cts/services
ed before being implemented
urred or committed, seller invoices paid
nes the process by which the procurement can

process, resolution procedures
ty within cost & schedule as compared to

bility to perform work
ons, quality audits conducted during sellers
TOOLS & TECHNIQUES

.1 Procurement Audits
* Structured review of procurement process to Identify successes/failures
.2 Negotiated Settlements
* Final equitable settlement of outstanding issues, claims and disputes by negotation
* If negotiation does not work, some form of ADR (Alternative Dispute Resolution) su
arbitration
* Litigation in courts is least desirable option
.3 Record Management System
the seller's work processes or deliverables

y include buyer
objectives
k by project team. Payments should be made in
h on agreement on compensation for the change

OUTPUTS
alled claims, disputes, appeals which are
.1 Closed Procurements
act life cycle
* Buyer to give formal written notice to seller that contract is completed
handled in accordance with ADR (Alternative
ted unapproved contract changes, approved
* Formal process is documented in the contract and also in Procurement Manageme
.2 Organization Process Asset Updates
ce info such as deliverables, seller performance
* Procurement File: Indexed contract documentation including buyer's formal written
pections
completion
nd
records for easy retrieval of contract
* Deliverable Acceptance: Written notice that deliverables are accepted/rejected. Ac
mmunications such as warnings of unsatisfactory adressing non confrmance with deliverables is defined in the contract
* Lessons Learned
buyer with feedback and rating on seller, which

ms basis for early contract terminations and this
s, cost baseline, schedule baseline and

for correspondence
unt for any schedule slippages or change
Close Procurements
(Closing)
TOOLS & TECHNIQUES.1 ProcurementOUTPUTS.1
Audits.2 Negotiated
Closed Procurements.2
Settlements.3 Organizational
Record Mangement
Process
System
Asset Updates
involved in this process
ce
audit
performance
rned
sure of contract (make payments)
when:
ed
inated before the work is completed (termination clause of contract defines roles &
such case)
ocurement closures but only one project closure
ST be CLOSED before the project is closed. Procurement Closure is done only at
osure.
act is closed separately
Close Procurement process closes procurements applicable to that phase.
be subject to litigation after closure
Plan
ntract closure
ation
nister Procurements
dule, scope, quality, cost performance, payment records, seller performance reports,
cataloged which can be used as lessons learned and as a basis for evaluation seller for
rocurement process to Identify successes/failures

nts
ment of outstanding issues, claims and disputes by negotation
t work, some form of ADR (Alternative Dispute Resolution) such as mediation or
east desirable option

System
s
written notice to seller that contract is completed
umented in the contract and also in Procurement Management Plan
s Asset Updates
exed contract documentation including buyer's formal written notice on contract
ce: Written notice that deliverables are accepted/rejected. Acceptance criteria and
e with deliverables is defined in the contract
HOME
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Knowledge Area Process Group
Integration Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Scope Management
Initiating
Initiating
Initiating
Initiating
Initiating
Planning
Planning
Planning
Planning
Executing
Executing
Executing
Executing
Executing
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Closing
Closing
Closing
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
&
&
&
&
&
&
&
&
&
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
&
&
&
&
&
&
&
&
&
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Process Name
Direct and Manage Project Execution
Monitor and Control Project Work
Close Project or Phase
Collect Requirements
Define Scope
Define Scope
Define Scope
Define Scope
Create WBS
Create WBS
Create WBS
Create WBS
Verify Scope
Verify Scope
Verify Scope
Verify Scope
Control Scope
Control Scope
Control Scope
Control Scope
Control Scope
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Time Management
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
&
&
&
&
&
&
&
&
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Define Activities
Define Activities
Define Activities
Define Activities
Sequence Activities
Sequence Activities
Sequence Activities
Sequence Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity durations
Develop Schedule
Develop Schedule
Develop Schedule
Develop Schedule
Develop Schedule
Develop Schedule
Develop Schedule
Develop Schedule
Develop Schedule
Control Schedule
Control Schedule
Control Schedule
Control Schedule
Control Schedule
Control Schedule
Control Schedule
Control Schedule
Estimate Costs
Estimate Costs
Estimate Costs
Estimate Costs
Estimate Costs
Estimate Costs
Estimate Costs
Estimate Costs
Estimate Costs
Determine Budget
Determine Budget
Determine Budget
Determine Budget
Determine Budget
Determine Budget
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Cost Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Human Resources Management
Communications Management
Planning
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Executing
Executing
Executing
Executing
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Planning
Planning
Planning
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Initiating
Initiating
Initiating
Initiating
Planning
&
&
&
&
&
&
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
&
&
&
&
&
&
&
&
&
&
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Controlling
Determine Budget
Control Costs
Control Costs
Control Costs
Control Costs
Control Costs
Control Costs
Plan Quality
Plan Quality
Plan Quality
Plan Quality
Plan Quality
Plan Quality
Plan Quality
Plan Quality
Plan Quality
Manage Project Team
Manage Project Team
Manage Project Team
Manage Project Team
Manage Project Team
Plan Communications
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Planning
Planning
Planning
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Monitoring
Monitoring
Monitoring
Monitoring
&
&
&
&
&
Controlling
Controlling
Controlling
Controlling
Controlling
&
&
&
&
Controlling
Controlling
Controlling
Controlling
Plan Communications
Plan Communications
Plan Communications
Report Performance
Report Performance
Report Performance
Report Performance
Report Performance
Identify Risks
Identify Risks
Identify Risks
Identify Risks
Identify Risks
Identify Risks
Identify Risks
Identify Risks
Identify Risks
Identify Risks
Identify Risks
Plan Risk Responses
Plan Risk Responses
Plan Risk Responses
Plan Risk Responses
Monitor and Control Risks
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Project
Risk Management
Risk Management
Procurement Management
Monitoring
Monitoring
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Planning
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Executing
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Monitoring
Closing
Closing
Closing
& Controlling Monitor and Control Risks

& Controlling Monitor and Control Risks
Plan Procurements
Plan Procurements
Plan Procurements
Plan Procurements
Plan Procurements
Plan Procurements
Plan Procurements
Plan Procurements
Plan Procurements
Plan Procurements
Plan Procurements
& Controlling Administer Procurements
Close Procurement
Close Procurement
Close Procurement
Inputs
Tools & Techniques
Project Statement of Work

Business Case
Contract
EEF
OPA
Project Charter
Planning Outputs
EEF
OPA
Project Management Plan
Approved Change Requests
EEF
OPA
Expert Judgment

Performance Reports
EEF
OPA
Work Performance Information
Change Requests
EEF
OPA
Accepted Deliverables
EEF
Project Charter
Stakeholder Register
Expert Judgment
Project Charter
Requirements Documentation
OPA
Project Scope Statement
OPA
Requirements Traceability Matrix
Validated deliverables
OPA
Expert Judgment
Expert Judgment
Information Systems
Expert Judgment
Change Control Meetings
Expert Judgment
Interviews
Focus Groups
Facilitated workshops
Group Creativity techniques
Group decision making techniques
Questionnaires and Surveys
Observations
Prototypes
Expert Judgment
Product Analysis
Alternatives identification
Facilitated Workshops
Decomposition
Inspection
Variance Analysis
Scope Baseline
EEF
OPA
Activity List
Activity attributes
Milestone List
OPA
Activity List
Activity attributes
Resource calendars
EEF
OPA
Activity List
Activity attributes
Activity Resource requirements
Resource calendars
EEF
OPA
Activity List
Activity attributes
Resource calendars
Project Schedule network diagrams
Activity Resources requirements
Activity duration estimates
EEF
OPA
Project Schedule
Work Performance information
OPA
Scope Baseline
Project Schedule
Human Resource plan
Risk register
EEF
OPA
Activity cost estimates

Basis of estimates
Scope Baseline
Project schedule
Resource calendars
Contract
Decomposition
Rolling wave planning
Templates
Expert Judgment
Precedence Diagramming (PDM)
Dependency determination
Applying leads and lags
Schedule network templates
Expert Judgment
Alternative Analysis
Published estimating data
Bottom-up estimating
Project Management Software
Expert Judgment
Analogous estimating
Parametric estimating
Three-point estimates (PERT)
Reserve Analysis
Schedule network analysis

Critical path method
Critical chain method
Resource leveling
What-if analysis
Applying leads and lags
Schedule compression
Scheduling tool
Performance reviews
Variance analysis
Project Management Software
Resource Leveling
What-if analysis
Adjusting leads and lags
Schedule compression
Scheduling tool
Expert Judgment
Analogous estimating
Parametric estimating
Bottom-up estimating
Three-point estimates
Reserve analysis
Cost of quality
Estimating software
Vendor bid analysis
Cost aggregation
Reserve analysis
Expert Judgment
Historical relationships
Funding limit reconciliation
OPA
Project funding requirements
Work performance information
OPA
Scope Baseline
Stakeholder register
Cost performance baseline
Schedule baseline
Risk register
EEF
OPA
Project Management plan

Quality metrics
Quality control measurements
Quality metrics
Quality checklists
Work performance measurements
Approved change requests
Deliverables
OPA
Activity resource requirements

EEF
OPA
EEF
OPA
Project staff assignments
Resource calendars

Project management plan
Team performance assessments
Performance reports
OPA
Project charter
Procurement documents
EEF
OPA
Earned Value Management (EVM)

Forecasting
To-complete performance index
Performance reviews
Variance analysis
Project Management software
Cost-benefit analysis
Cost of quality
Control charts
Benchmarking
Design of experiments
Statistical sampling
Flowcharting
Proprietary QM methodologies
Additional quality planning tools
Plan Quality & Perform Quality Control Tools & Techniques
Quality audits
Process analysis
Cause and effect diagrams
Control charts
Flowcharting
Histogram
Pareto chart
Run chart
Scatter diagram
Statistical sampling
Inspection
Approved change requests review
Organizational Charts and Position Descriptions
Networking
Organization theory
Pre-assignment
Negotiation
Acquisition
Virtual teams
Interpersonal skills
Training
Team building activities
Ground rules
Co-location
Recognition and reward
Observation and conversation
Project performance appraisals
Conflict Management
Issue log
Stakeholder Analysis
Expert judgment
Communication requirements analysis
Stakeholder Management strategy

EEF
OPA
Performance reports
OPA
Issue log
Change log
OPA
Budget forecasts
OPA
Project scope statement
Cost Management plan
Schedule Management plan
Communication management plan
EEF
OPA
Risk Management plan
Scope baseline
Quality management plan
Project documents
EEF
OPA
Risk Register
Project Scope statement
OPA
Risk register
OPA
Risk register
Risk register
Performance reports
Communication technology
Communication models
Communication methods
Information distribution tools
Management skills
Variance analysis
Forecasting methods
Reporting systems
Planning meetings and analysis
Documentation reviews
Information gathering techniques
Checklist analysis
Assumptions analysis
Diagramming techniques
SWOT analysis
Expert judgment
Risk probability and impact assessments

Probability and Impact matrix
Risk data quality assessments
Risk categorization
Risk urgency assessment
Expert judgment
Data gathering and representation techniques
Quantitative risk analysis and modeling techniques
Expert judgment
Strategies for negative risks

Strategies for positive risks
Contingent response strategies
Expert judgment
Risk re-assessment
Risk audits
Variance and trend analysis
Technical performance measurement
Scope baseline
Requirements documentation
Teaming agreements
Risk register
Risk related contract decisions
Activity resource requirements
Project schedule
EEF
OPA
Source selection criteria
Qualified seller list
Seller proposals
Project documents
Make-or-buy decision
Teaming agreements
OPA
Contract
Performance reports
Approved change requests
Procurement documentation
Reserve analysis
Status meetings
Make or buy analysis
Expert judgment
Contract types
Bidder conferences
Proposal evaluation techniques
Independent estimates
Expert judgment
Advertising
Internet search
Procurement negotiations
Contract change control system

Procurement performance reviews
Inspection and audits
Performance reporting
Payment systems
Claims administration
Records Management system
Procurement audits
Negotiated settlements
Records Management system
Outputs
Project Charter
Deliverables
Change Requests
Project Management Plan updates
Project Document Updates
Change Requests
Change Request status updates
Final product or service transition

OPA updates
Requirements Management Plan

Project Document updates
WBS
WBS Dictionary
Scope Baseline
Project Document updates
Accepted Deliverables
Change Requests
Project document updates
OPA updates
Change Requests
INPUT COUNT
TOOLS & TECH COUNT
1
1
3
19
33
4
1
19
33
17
3
19
33
0
17
5
19
33
17
8
1
19
33
17
1
19
4
5
0
0
0
0
0
0
4
5
33
0
6
5
33
0
17
5
2
1
17
5
2
8
33
OUTPUT COUNT
17
0
0
0
0
17
0
0
0
17
1
0
0
0
17
0
0
0
17
1
0
0
0
17
0
0
1
1
2
1
1
1
1
1
17
1
1
2
1
0
0
0
2
0
0
0
4
0
0
0
0
1
0
0
0
0
1
0
0
0
1
1
15
15
23
15
15
23
0
1
15
23
0
0
1
13
0
1
1
1
0
0
0
0
0
1
23
0
0
1
1
1
23
1
15
23
0
3
13
15
15
23
Activity List
Activity attributes
Milestone List
Project Schedule network diagrams
Activity Resource requirements

Resource breakdown structure

Project schedule
Schedule baseline
Schedule data
Work Performance measurements

OPA updates
Change Requests

Basis of estimates

Project funding requirements
6
19
33
0
4
4
1
6
33
4
4
5
19
33
4
4
2
5
6
19
33
4
4
5
6
1
1
2
19
33
17
4
8
33
0
0
0
0
6
4
1
7
19
33
0
0
0
3
1
6
4
5
3
1
1
1
17
1
1
2
1
0
2
1
1
2
3
2
2
2
1
4
0
0
1
1
1
1
2
2
2
2
0
2
4
3
1
2
1
2
2
17
2
2
2
1
4
2
1
1
1
4
17
1
1
0
1
1
1
0
1
23
0
0
0
1
1
23
0
0
1
23
0
0
0
0
0
1
1
1
23
0
0
0
0
0
3
13
15
15
23
0
0
0
1
1
23
0
0
0
0
0
0
1
1
23
0
0
0

Budget forecasts
OPA updates
Change requests
Project management plan updates
Quality management plan
Quality metrics
Quality checklists
Process improvement plan
OPA updates
Change requests
Project Management plan updates
Quality control measurements
Validated changes
Validated deliverables
OPA updates
Change requests
Human Resource plan

Resource calendars
Team performance assessments
EEF updates
OPA updates
Change requests
Project management plan updates
EEF updates
Stakeholder Register
Communication management plan
33
17
1
8
33
0
0
6
5
2
1
7
19
33
0
0
3
2
8
1
17
2
1
2
3
1
33
0
0
0
1
19
33
17
19
33
0
2
17
5
0
0
0
2
3
1
5
33
4
3
19
33
5
0
1
1
1
2
4
3
1
2
2
1
1
2
2
1
1
1
1
1
0
1
2
2
1
1
1
1
2
2
1
1
1
1
1
1
1
1
3
1
1
1
1
1
1
1
1
1
3
1
17
0
0
1
0
3
1
13
15
15
23
1
1
1
1
23
0
0
0
0
13
15
15
23
1
1
1
13
15
15
23
0
0
0
1
0
0
1
2
15
0
1
2
0
0
0
0
13
15
15
2
0
1
1
0
0
1
OPA updates
OPA updates
Change requests
Performance reports
OPA updates
Change requests
Risk register
Risk register updates

Risk related contract decisions
OPA updates
Change requests
2
19
33
3
5
33
5
2
17
1
1
33
17
8
2
1
33
6
1
2
1
19
33
4
3
2
6
5
2
1
1
1
19
33
7
4
6
33
0
0
7
4
2
2
33
7
4
0
0
7
17
8
5
1
1
4
4
1
0
4
3
1
0
0
0
4
1
4
1
0
1
0
0
0
0
0
1
1
1
1
1
1
17
0
0
0
0
1
1
1
1
1
17
1
1
17
0
0
1
1
1
17
1
1
1
1
23
0
0
13
0
0
13
15
15
23
0
0
1
13
15
0
0
1
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
4
0
0
0
0
0
4
0
0
0
0
4
1
15
23
4
13
15
15

Procurement management plan
Procurement statement of work
Make-or-buy decision
Source Selection criteria
Change requests
Selected sellers
Procurement contract award
Resource calendars
Change requests
Procurement documentation
OPA updates
Change requests
Closed procurement
OPA updates
0
0
6
5
2
7
1
2
4
3
2
19
33
17
3
1
1
1
1
1
2
33
3
17
3
5
3
8
0
17
1
0
4
1
1
17
1
0
0
0
0
0
0
0
0
1
1
1
17
1
1
1
0
0
1
1
1
1
1
1
2
1
1
2
23
0
1
1
1
1
1
15
0
0
0
0
0
1
1
2
15
15
23
0
0
0
1
13
15
15
0
0
0
1
13
0
HOME
Earned Value Management (EVM)
* Used for measuring project performance in terms of its cost and schedule
* Can be applied to any project or industry, can be applied any point of time in the project not just completion,
can help in making estimations about future performance based on how project performed so far
* EVM compares what you've received or produced to what you've spent
* EVM is performed on the work packages and the control accounts of the WBS.
* Measures and monitors three key performance dimensions for each work package and control account Earned value (EV), Planned Value (PV) and Actual cost (AC)
* Values
PV = (Total budget for project BAC) * (Scheduled time spent / Total time in project schedule)
EV = (Total budget for project BAC) * (Work actually completed till date/ Total work required)
AC = Total cost incurred till date or specific time
*
Variances help in determining current state of the project

Schedule Variance (SV) = EV - PV
+ve variance means project is ahead of schedule and
-ve variance means project is behind the schedule
Cost Variance (CV) = EV - AC
+ve variance means spending less than what was planned for the work
-ve variance means project has earned less than spent
Performance indices help predicting future performance

Schedule Performance Index (SPI) = EV / PV
> 1 indicates project is ahead of schedule
< 1 indicates project is behind the schedule
Cost Performance Index (CPI) = EV / AC
> 1 indicates cost underrun i.e. spending less than anticipated
< 1 indicates cost overrun i.e. spending more than anticipated
* Forecasting (EAC - Estimate At Completion)

* Estimate total cost of completing a project based on its performance so far
* EAC estimates (or forecasts) the expected total cost of a work component, a schedule activity, or the project at
its completion.
* Bottom up EAC: for a project is sum of total costs incurred so far plus project manager bottom up ETC
(Estimated Total Cost) of the work packages still to be completed. Time is consuming and expensive
EAC = AC + bottomup ETC
* EAC forecast for ETC work performed at budgeted rate: Assuming cost variance is unlikely for
remainder of the project i.e. work will be done as per the plan (budgeted rate)
EAC = AC + BAC - EV
* EAC forecast for ETC work performed at the present CPI: Assuming CPI will remain same as it is
shown to date
EAC = BAC / (Cumulative CPI)
* EAC forecast for ETC work considering SPI and CPI: Assumes negative cost performance to date and
the project schedules must be met
EAC = AC + [ (BAC - EV) / (Cumulative CPI * Cumulative SPI) ]
ETC - Estimate to Complete
* Bottomup ETC
Summation of the costs of the remaining work based on estimates from project team working on the activities
* When the future cost variances will be similar to the types of variances seen to date
ETC = (BAC cumulative EV) / cumulative CPI
* When future cost variances will not be similar to the types of variances seen to date
ETC = (BAC cumulative EV)
* To-Complete Performance Index (TCPI)

* CPI represents work already done and TCPI represents work still to be done i.e. projected performance level
the remaining work of the project must achieve
* If TCPI > CPI, then improvement is required
* TCPI calculated based on either BAC or EAC, depending on the state of project
To Remember: TCPI = Work remaining / Funds Remaining
TCPI based on BAC = (BAC - EV) / (BAC - AC)
> 1 indicates future performance needs to be greater than planned
< 1 indicates future work does not have to be performed as efficiently as past performance
* When the BAC is no longer attainable, the project manager should calculate a new EAC and formula for TCPI
when EAC is the goal is
TCPI based on EAC = (BAC - EV) / (EAC - AC)
> 1 indicates future performance needs to be greater than planned
< 1 indicates future performance may be less than planned
* If cumulative CPI falls below one, all future project work must be performed at the TCPI
ment (EVM)
nd schedule
point of time in the project not just completion,
d on how project performed so far
ve spent
nts of the WBS.
each work package and control account -
pent / Total time in project schedule)

mpleted till date/ Total work required)
nned for the work

t
ance
ticipated
ticipated
on)
mance so far
component, a schedule activity, or the project at
so far plus project manager bottom up ETC

d. Time is consuming and expensive
e: Assuming cost variance is unlikely for

budgeted rate)
CPI: Assuming CPI will remain same as it is
ssumes negative cost performance to date and
ulative SPI) ]
ates from project team working on the activities

variances seen to date
variances seen to date
ll to be done i.e. projected performance level

state of project
than planned
med as efficiently as past performance
ould calculate a new EAC and formula for TCPI
than planned
anned
be performed at the TCPI
Basic Terminology (Kim Heldman)

Planned value
* PV is the approved budget assigned to work to be completed during a given time period (for a
scheduled activity or WBC component). These budgets are established during the Planning
processes.
* It includes detailed authorized work plus the budget for authorized work, allocated by phases over
the life of project
* PV is also called budgeted cost of work scheduled (BCWS) or performance measurement baseline
(PMB)
Actual cost
* Actual cost (AC) is the cost of completing the work component in a given time period.
* Actual costs might include direct and indirect costs but must correspond to what was budgeted
for the activity. If the budgeted amount did not include indirect costs, do not include them here.
* AC is also called actual cost of work performed (ACWP)
Earned Value
* Earned value (EV) is the value of the work completed to date. EV is typically expressed as a
percentage of the work completed compared to the budget.
* E.g: If budgeted amount is $1,000 and we have completed 30 percent of the work so far, EV is
$300
* Therefore, EV cannot exceed the PV budget for the activity.
* EV is also called budgeted cost of work performed (BCWP).
Cumulative CPI
* Commonly used calculation to predict project costs at the completion of the project.
* First you need to sum the earned value calculations taken to date, or cumulative EV, and the actual costs to
date, or cumulative
Cumulative CPI = cumulative EV / cumulative AC
* The difference between this and the CPI formula is that the CPI formula is used for a single work period
whereas the cumulative CPI is calculated using the sum of all the costs of every work component for the
project.
* Cumulative CPI is also used to calculate the total cost of a work component such as a deliverable, for
example.
* E.g: Let's say you have a deliverable that has five work packages. You would total the EV and AC at the
measurement
for all five work packages to determine the cost performance index for the deliverable.
NOTES (from date
PMBOK)
* At the end of project completion (successfully)
* SV = 0 because all the planned values would have been earned
* CV will be difference of BAC and actual cost spent
* SV is best used in conjunction with CPM (Critical Path Methodology) scheduling and risk management
* CV is critical because it indicates the relationship of physical performance to the costs
* Any negative EVM CV is often non-recoverable to the project
* S-curves used to display EV data
Variance at Completion (VAC)

* Examines the difference between the performance cost baseline and actual performance
VAC = BAC EAC
* If the result is a negative number, it means project is not doing well with costs as anticipated and that
variance exists
HOME
SOURCE
Topic
Analogous vs
parametric Estimating
Configuration Control vs
Change Control
Project Schedule vs
Schedule Baseline
Enhance vs Exploit
Close Project/Phase vs
Close Procurements
Quality Assurance vs
Quality Control
http://www.deepfriedbrainproject.com;
http://pmstudycircle.com
Description
Analogous Estimating use Expert Judgement (as in the actual experience from a person) to compare a similar project and
provides rough estimates.
E,g, There's a tall building in front of your house and someone tells you that the building's construction cost was 100
million. Now you are asked to calculate the cost of a similar building, which is half the height of the first building. How
much do you think it would cost?
Parametric use historical data unrelated to type of project (eg. required labor hours to lay a carpet in a room of xx sqare
foot) in addition to current cost of resource (labor hours and carpet cost..).
E.g. It costs $10 psf to install floor tiles. Your house has an area of 1000 sq. ft. How much would it cost to install the
flooring in your entire house?
* Configuration Control is the activity of managing the product (or project's deliverables) and related documents,
throughout the lifecycle of the product.
* An effective Configuration Control system ensures that:
* The latest approved version of the product and its components are used at all times.
* No change is made to the product baselines without authorization.
* A clear audit trail of all proposed, approved or implemented changes exists.
* Change Control is the process of identifying, documenting, approving or rejecting, and controlling changes to the
project baselines (including scope baselines, schedule baselines, cost baselines, etc.). In other words, it is used to control
changes to all aspects of an approved project plan. An effective Change Control system ensures that:
* Proposed changes are reviewed and their impact is analyzed, prior to approving or rejecting them.
* All requests and changes are properly documented to provide a clear audit trail.
* Configuration Control and Change Control are distinct in the following ways:
* Configuration Control addresses the management of the product (or project's deliverables), whereas Change Control
addresses the management of the project.
* Configuration Control manages changes to the product baseline, whereas Change Control manages changes to the
project baseline.
Schedule Baseline is an "approved" version of the Project Schedule
* Project Schedule is a "living" document, whereas Schedule Baseline is "frozen"
* Project Schedule is the "actual", whereas Schedule Baseline is the "plan".
* Project Schedule is a Project Document, whereas Schedule Baseline is a part of the Project Management Plan.
* Project Schedule is updated as the project is being executed, whereas Schedule Baseline is revised only as a result of an
approved change.
* Schedule performance is measured by comparing the actual (Project Schedule) vs the baseline (Schedule Baseline).
* At the beginning of project execution, the Project Schedule is the same as the Schedule Baseline.
* As work is done on the project, the actual progress is updated on the project schedule.
* At any given date, the latest version of the actual (project) schedule is referred to as the "Project Schedule".
Few more concepts
* You don't touch the Schedule Baseline except for approved changes.
* Schedule Data includes schedule milestones, schedule activities, activity attributes, resource requirements, assumptions
& constraints etc.
* Schedule Network Diagram is a schematic display of logical relationship between project schedule activities.
Enhancing is about increasing the probability of the occurrence of the event. Here, though the measures will be taken to
increase the chance of happening of the event, but no surety to realize it.
In Enhance Response Strategy, opportunity may or may not be realized.
Exploiting is about doing everything to make the event happen; i.e. to make sure that opportunity is realized. Exploit Risk
Response strategy takes the opportunity very seriously and develops an approach to increase the chance of happening to
100% to realize it.
Enhance - try to realized the opportunity,
Exploit - ensure to realize the opportunity.
Enhance - try to increase the probability.
Exploit - probability increased to 100%.
Enhance - it can be assumed as opposite of the Mitigation.
Exploit - it can be assumed as opposite to the Avoid.
Close Procurement
"Close Procurement is the process of completing each project procurement. It supports the Close Project or Phase Process"
Close Procurement is also known as Contract Closure. A procurement is said to be closed when contract reaches to its
deadline and it ends. A project can have a multiple procurement contracts, or single contract. If the project is having
multiple contracts then Close Procurement Process will be performed multiple times with each procurement contract, and if
the project has no contract then there will be no Close Procurement Process.
Close Project
"Close Project or Phase is the process of finalizing all activities across all of the project management process groups to
formally complete the project or phase."
Close Project or Phase Process is performed when project or phase is finally completed and deliverables are accepted. To
complete the close project or phase, close procurement process must has been finished otherwise project closure cannot
happen; however, this is not the case for Close Procurement where Project Closure is not required in order to complete the
Close Procurement.
Key Points
* Close Procurement must happen before Close Project or Phase.
* Close Procurement can occur many times in life-cycle of the project, but the Project Closure will be performed once; i.e.
at the end.
* Deliverables are accepted in Close Project.
* Every project must be gone through the Close Project process even it is terminated.
Quality Assurance
* Quality Assurance is a method which makes sure that any process developed to generate product is such that the
product that comes out from the process must be fit, and conforms to all stated requirements. To develop the process,
Quality Assurance takes input from the Quality Control Process.
* Quality Assurance is a proactive process, and starts at the very beginning of the project to understands the stated
requirements, not stated requirements, expectation, and creates a plan to meet those requirements and expectations.
* Quality Audit is an example of Quality Assurance. Other examples are training, process definition, and selection of tools
etc.
The primary purpose of Quality Assurance is to prevent defects in deliverables at the planning process stage itself to avoid
rework.
Quality Control
* Quality Control is a product based approach and is concerned with the operational activities and techniques those are
used to fulfill the requirements of quality.
* The Quality Control functions starts once the projects work has begun. It is a reactive approach and helps to find defects
in deliverables. Site inspection and testing etc. are examples of the Quality Control Process.
* Main purpose of the Quality Control Process is to see if the deliverables are defect free, acceptable as per quality
requirements and standards set in the Quality Assurance process. If deliverables are not as per requirements, suitable
corrective action will be taken.
* Quality Assurance, and Quality Control processes are dependent on each other. The Quality Control receives the input
from the Quality Assurance, and in turns gives feedback to the Quality Assurance so that Quality Assurance could validate
http://www.scribd.com/doc/92817563/PMP-Exam-Brain-Dump-Sheet-PM-Lessons-Learned-Group
#
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
Important Points
In most cases, project team does not report to PM in the corporate structure. Based on authority level given to PM in the
project charter, it can help resolve issues with reporting structure
Level of detail in project management plan is based on project complexity and application area
Best way to ensure all vendors have same information before bidding is to hold a bidder's conference
Project initiator os sponsor external to the project authorizes project charter.
Perform Qualitative Risk Analysis is quick and cost-effective when compared to quantitative risk analysis
Advertising is good technique to expand existing sellers list
The 7 basic tools of quality are cause and effect diagrams, control charts, flowcharting, histograms, pareto charts, run
charts and scatter diagrams
Fish bone diagram or Cause-and-effect diagram or Ishikawa diagram helps identify potential cause of an issue or problem
Crashing is one of the techniques used for compressing schedule without changing project scope but requires additional
budget
At the end of the project, schedule variance would be ZERO (all of planned values should be earned and thus zero
variance)
Quantitative risk analysis should be performed only on prioritized risks to minimize impact on project schedule and also it
requires more in-depth analysis
While estimating activity durations for a project where there is not detailed scope, but similar projects have been
completed in the past then analogous estimation is the tool to be used for estimation
Scatter diagram is the tool used to show the relationship between two variables to help the project team understand the
quality impacts better.
The changes to scope (especially in an uncontrolled manner) are called scope creep. In contrast, Progressive elaboration
involves building on, or elaborating the output of a previous phase.
The project scope statement describes the project's deliverables in details and the work that is required to create those
deliverables.
During a presentation to management, project schedule is shown in the form of milestone chart where only the key
deliverables displayed.
All four of these are important to consider when considering someone for a position within the project team: role,
authority, responsibility, and competency
Statistical sampling reduces the number of quality inspections and thus reduce the cost of quality control for your project.
Alternatives Identification concerns itself with identifying techniques to generate different approaches to execute and
perform the work of the project. Brainstorming, Lateral thinking and Six Thinking Hats are techniques used to generate
ideas for different approaches.
The Project scope statement lists and describes the specific project assumptions associated with project scope and the
potential impact of those assumptions if they prove to be false
The date through which the project has provided actual status and accomplishments is called data date or as-of Date or
status Date
A hierarchical structure of resources organized by resource type category and resource type used in resource leveling
schedules is known as resource breakdown structure
The project management team's or project manager's professional responsibilities are not limited to any one of the
stakeholders
A portfolio refers to a collection of projects of programs that are grouped together to facilitate their effective management.
The projects or programs need not be directly related or interdependent i.e. unrelated programs/projects can form portfolio
Risk identification checklists are not exhaustive
Advantage of preparing an estimate of costs by an outside professional estimator is to serve as a comparison point for
incoming estimates
Issue Log is the tool used for communicating unresolved issues while working on the project
A risk is a "known unknown" - we are aware of the uncertainty and we understand why it matters. An "unknown unknown"
is outside the scope of the risk process. While it remains unknown it cannot be managed proactively. If it becomes known
before it occurs, then it is a "known unknown" and therefore a risk that can be managed proactively through the risk
process. If it occurs and we didn't know about it until it happened, then it is not a risk, it is a problem or issue. And if it
never occurs then it is nothing.
http://risk.vc.pmi.org/Public/Community/Discussions/tabid/972/aft/2170/Default.aspx
Responsibility Assignment Matrix - Who does each activity
Project Schedule - When each activity is done
Work Authorization Syste - When and in what order work is performed so that work and people may propely interface with
other work and other people
HOME
Details
Rita Mulcahy - PMP Exam Prep - 7th Edition (Knowledge

area wise)
Andy Crowe - How to pass PMP on first try? - 4th Edition
Head First PMP (Questions at end)
Christopher Scordo (Lite Mocks + Knowledge Area
wise)
# of Q
Type
409
200
203
1100 18
Mocks
(50Q)
Rating
Excellent
Good
Good
Excellent
(Must #13 to
#18)
Kim Heidman
200
Oliver Lehmann 175 Q

Oliver Lehmann 75 Q
Andy Crowe - How to pass PMP on first try? - 4th Edition
PMP For Sure
Simpli Learn
PM Study
Exam Central
PM Zilla 30 Tough
175
Excellent (tough)
75
Excellent (tough)
200
Good
100
Excellent
200 Full Mock Average
200 Full Mock Excellent (Must)
900 Full Mock Good for practice
30
Very Tough
(not
recommended
before exam)
PMBOOTCAMP
Head First PMP - 200 Q Full paper
200
Good
200 Full Mock Good (Should be
attempted as
first mock to
gain confidence)
TechFaq360
Frank T. Anbari
200 Full Mock Very Good

200 Full Mock Good Before
Exam (PMBOK
review)
Farndale
262 Full Mock Excellent
Rita's PM Fast Track v7

BrainBoK
Total Q
1565
185 50Q
Mock
6804
Excellent
Excellent (but
expensive)
Very Good
Source
Paid/Free
Source
Textbook Paid
Textbook Paid
Internet Free
Internet Free for PMI
Members
http://archive.org/details/Head.First.PMP.2nd.Edition.Aug.2009.pdf
http://pmi.books24x7.com/toc.aspx?bookid=45515

Members
Internet
Internet
Textbook
Internet
Internet
Internet
Internet
Internet
www.oliverlehmann.com/
www.oliverlehmann.com/
Free
Free
Paid
Free
Free
Free
Free
Free
www.pmpforsure.com/
www.simplilearn.com/
www.pmstudy.com/
www.examcentral.net/
www.pmzilla.com
Internet Free
Internet Free
www.pmbootcamp.org/
http://www.headfirstlabs.com/PMP/pmp_exam/v1/quiz.html
Internet Free
Members
www.techfaq360.com/
Internet Free
http://xa.yimg.com/kq/groups/19564168/1150747748/name/farndales_guide.pdf
CD
Paid
Internet Free
www.brainbok.com/

PMP Notes Rajesh Thallam v1.0

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

PMP Notes Rajesh Thallam v1.0

Загружено:

Авторское право:

Доступные форматы

Series

Project Management Essentials (PMBOK Guide - Fourth Editionaligned)

Project Management Fundamentals

Project Integration Management

Integrated Project Execution, Monitoring, and Control

Project Scope Management

Create Work Breakdown Structure

Project Time Management (PMBOK

Estimating and Budgeting Project Costs

Project Quality Management

Project Quality Planning

Project Human Resource

Planning Project Human Resources

Stakeholders and the Communication Management Plan

Quality Assurance and Quality Control

Managing Project Human Resources

Processes for Managing Project Communications

Project Risk Management (PMBOK

Performing Risk Analysis

Project Procurement Management

Planning Project Procurement

Other Learning Assets : Skill

Project Communications Management

Estimated Duration PMI Course ID

Prepared By: Rajesh Thallam

Version No.: 1.0

s to improve this notes, please email to rajesh.thallam@gmail.com

HOW TO USE THIS NOTES?

any book to get fair idea

se in sequence as well as Knowledge Area wise in sequence

Knowledge Area (9)

.1 Develop Project Charter

.1 Develop Project Management Plan

Project Integration Management (6)

Project Time Management (6)

Project Cost Management (3)

Project Human Resource Management (4)

.14 Plan communications

Project Communication Management (5)

Project Risk Management (6)

.15 Plan Risk Management

.20 Plan Procurements

Monitoring & Controlling (10)

.1 Direct & Manage Project Execution

.7 Perform Quality Control

Acquire Project Team

.7 Manage Stakeholders Expectations

.10 Administer Procurements

There is not much detail about this topic in this notes.

Professional Responsibility Not covered

Topics Usually Confused

Mock Up Exam Details

Excel formatted ITTO for easy navigation

Project Management Essentials

Functional Organizational structure

Project Management Essentials

Projectized Organizational structure

- A project may or may not be part of A program, but A

Organizational process assets

Matrix Organizational structure

- Project life cycle can exist independent of product life cycle

Develop Project Charter